But eventually, this will lead to independence and an improved production. Robert Blake and Jane Mouton indicate however that this style can be a conscious choice.īy giving employees the freedom to solve a specific problem, this will affect the production for a short while. When the leader does not wish to engage with his employees and lets them muddle on, this is a bad leadership style. In this leadership style the leader shows little or no concern for production and little or no concern for the employee. All these styles are subdivided into four quadrants and five basic leadership styles that are given a name and marks: 1.1 Impoverished Management The Blake and Mouton Managerial Grid creates 81 combinations that result in 81 different leadership styles. In the Blake and Mouton Managerial Grid score the criteria ‘ concern for people‘ and ‘ concern for production‘ from 1 (low) to 9 (high). He will stimulate group connection and fully aim at motivational labour conditions and learning processes of his employees. The more emphasis a leader puts on his employees, the more he aims at motivation, guidance and instruction of employees. The more a leader aims at result orientation, the more attention he pays to working methods, work preparation, rules and regulations and the results of the employees. On the horizontal axis, concern for production is represented from low to high. On the vertical axis of the Blake and Mouton Managerial Grid, the concern for people is depicted from low to high.
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