Managerial grid

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The managerial grid (also: behavior grid ) is a scientific model that shows the possible combinations of employee and technical task orientation in management. It should be an explanatory approach to leadership in companies and organizations.

It is based on research results of the US Ohio State University and a leadership training for the 1964 under company ExxonMobil of Robert R. Blake and Jane Mouton developed. The approach offers a two-dimensional perspective on leadership. Compared to the one-dimensional concept of leadership continuum ( Robert Tannenbaum and Warren H. Schmidt , 1958)

Explanation and characteristics

Representation of the managerial grid ("GRID model") in a coordinate system.

There are two axes, each divided into nine levels. Blake / Mouton assume that there are basically at least two orientations in leadership behavior; horizontally the factual rational (task-oriented) and vertically the socio-emotional (employee-oriented) dimension. Theoretically, this results in 81 different behavior patterns, but only five are considered essential, as well as two combinations. Four of them are extreme values, the fifth is mediocre.

Type 9.9 - team management
Is considered the best leadership behavior, which should be strived for in every situation. The manager uses different approaches depending on the situation. The employees perform well. Goals are seen as common goals.
Type 9.1 - Command Obedience Management
The focus is on the work results. Less emphasis is placed on the needs of employees. This style is typically used in piece work, as there is only a result orientation.
Type 5.5 - organizational management
Attempt to strike a balance between sufficient work performance and the necessity to also consider employee wishes. The employees are motivated, but they are not in top form. It is a compromise solution.
Type 1.1 - survival management
This is considered the worst management style. Neither the employees nor the achievement of the results is valued ( laissez-faire ).
Type 1.9 - velvet glove method
Here there is a careful consideration of interpersonal relationships. This results in a friendly working atmosphere as the focus of management activities. No intensive examination of the goals. This has a negative effect on the pace and result of work.
Patriarchal orientation
Employee and subject orientation are equally present. A characteristic of this is a relationship in which recognition and reward are exchanged for loyalty and obedience.
Opportunistic orientation
Is based on the principle: “What / who serves me or my career?” Here, the opportunist uses individual or a combination of the other six styles. In a reciprocal relationship, performance is exchanged for consideration.

The 9.9 leadership style is considered optimal. All forms in the range 5.9; 5.5; 9.5 are considered worth striving for. With regard to management, the aim is to make managers aware of 9.9 problem solutions. This leadership style is described as follows:

“Achievements are accomplished by committed people; Interdependence through a common interest in the goals of the organization leads to relationships of trust and mutual recognition. "

- WL French, CH Bell Jr. : Organizational development. Social science strategies for organizational change. 1994

Influencing factors

Robert R. Blake and Jane Mouton point to various factors influencing the choice of leadership style:

  • The organization in which the employee works
  • The situation he is in
  • Values ​​/ attitudes of the leader
  • Personality / character of the leader
  • Opportunity / situation of the superior to apply learned behavior to concrete management situations

practice

For the sustainable implementation of the 9.9 style in the company (= OE organizational development ). Blake / Mouton propose a six-phase program that can run over several years. In the preliminary phase , the managers should first be familiarized with the methodology. The first phase is a grid laboratory seminar in which the current leadership style of the participants is classified in the behavioral grid and the 9.9 style is practiced (learning of the individual). In the second phase , the focus is on team development, in which the new leadership behavior is practiced with employees, colleagues and superiors (learning as a group). The third phase requires cooperation between the individual groups (intergroup development). In the fourth phase , an ideal model should be designed for the entire organization, such as specifying financial goals, rethinking decision-making behavior or conceiving a new organizational structure. Phase five consists of the implementation of the ideal model and phase six leads to systematic criticism, provided the behavior pattern and the new structures are stabilized.

criticism

There is fundamental criticism of the lack of empirical confirmation and the vaguely formulated basic assumptions. Apart from the fact that the model is not theoretically tenable, the approach, like all behavioral perspectives, lacks consideration of situation variables. Finally, the normative orientation of the 'ideal leader' envisaged by the authors is criticized.

Nevertheless, the approach enjoys a high level of acceptance. There are currently over 45 Grid Institutes and seminars around the world.

Individual evidence

  1. ↑ Utho Creusen, Nina-Ric Eschemann, Thomas Johann: Positive Leadership: Psychology of Successful Leadership Extended strategies for using the grid model. Springer-Verlag, 2010, p. 26f.
  2. ↑ Uwe Schirmer, Volker Walter, Sabine Woydt: Employee management. Physica-Verlag, Heidelberg 2009, p. 171.
  3. ↑ Christa Rodler, Erich Kirchler: Leadership in Organizations. Vol. 2, facultas. wuv / maudrich, 2002, p. 33.
  4. ↑ Katja Kansteiner-Schänzlin: Personnel management in the school: similarities and differences between women and men in the school management. Julius Klinkhardt, 2002, p. 31.
  5. ↑ Uwe Schirmer, Volker Walter, Sabine Woydt: Employee management. Physica-Verlag, Heidelberg 2009, p. 171.

literature

  • Robert R. Blake, Jane Srygley Mouton: The Managerial Grid: The Key to Leadership Excellence. Houston, Gulf Publishing 1964.
  • Manfred Schulte-Zurhausen : Organization. Munich 2005, ISBN 3-8006-3205-5 .
  • Georg Schreyögg: Concise dictionary of corporate management and organization. Stuttgart 2004, ISBN 3-7910-8050-4 .
  • Kasper Mayerhofer: Human resource management, leadership, organization. Vienna 2002, ISBN 3-7073-0430-2 .
  • Erich Frese: Concise dictionary of the organization. Stuttgart 1992, ISBN 3-7910-8027-X .
  • WL French, CH Bell jr .: Organizational development. Social science strategies for organizational change. 4th edition. Bern / Stuttgart / Vienna 1994.
  • Rachel Mc Kee, Bruce Carlson: “Courage to Change”. The grid leadership model. ECON, 2000, ISBN 3-430-13454-4 .

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