Leadership

The difference between management and leadership is that management controls and directs people to do something to complete an objective and this relates to people working in an organised organisation with set role, where as leadership is when a person motivates and influences behaviour of other people.

The “Managerial grid” was first published in 1964 by Blake and Mouton. This grid was based on two behavioural dimension which were:

Ø  Concerns for people: when leaders consider the needs of the team members, personal development and their interest

Ø  Concerns for production: this is when leaders look at main objectives, organisational effectiveness and high productivity when deciding how best to accomplish a task

Blake and Mouton’s managerial grid identified five basic combination of degree of concerns for people versus concerns for production. These five leadership styles were:

In Conclusion, the main thing that I found out from this topic was that leadership and management have different meaning even though they have some similarities. I have also learnt what the managerial grid and how its used to describe the workplace behaviour and relationships with employees. After looking at leadership, I have come to a conclusion that if a leader decides to aim high then they can motivate their staffs and employees to aim high as they have aimed. However the leaders act towards and treat their employee that is how they will respond. This section shows there are different ways and stages that leaders use and follow to work in an organisation.

Reference:

·         Blake, R. R, AND Mouton, J. S. The Managerial Grid III, Gulf Publishing Company (1985)

Ø  Impoverished manager: this comes right at the bottom as they have low concerns for production and people as this leader has lack of commitment, they don’t have high regard and completing a job or creating a good work atmosphere which leads to disorganisation and dissatisfaction

Ø  Authoritative manager: they have high concern for production but low concern for people so this leader has strict work rules as they want to get the job done at any cost and they judge accomplishment from the results. They also direct and control people who are told what to do.

Ø  Social manager: these leader’s very high concerns for people but low concerns for production as these mangers believe satisfied staff will do well and achieve reasonable results so as long as employees are happy they will work hard. They avoid conflict and believe an agreement is more important than the quality of the work

Ø  Middle of the road manager: these mangers have equal amount of corners for people and production. This is balanced and these leader’s aim for compromise, with some, but not too much loss in quality of work. They also avoid issues as they want good atmosphere.

Ø  Team manager: they have high concern for people and high concern for production. These leaders believe working really hard is really effective and helps you become successful.

Here is an example Blake and Mouton’s “Managerial Grid”: