Hướng Dẫn The ohio state studies and the leadership grid are associated with the ____ approach to leadership. ?
Thủ Thuật Hướng dẫn The ohio state studies and the leadership grid are associated with the ____ approach to leadership. 2022
Bùi An Phú đang tìm kiếm từ khóa The ohio state studies and the leadership grid are associated with the ____ approach to leadership. được Cập Nhật vào lúc : 2022-08-27 14:30:06 . Với phương châm chia sẻ Bí quyết về trong nội dung bài viết một cách Chi Tiết Mới Nhất. Nếu sau khi đọc Post vẫn ko hiểu thì hoàn toàn có thể lại Comment ở cuối bài để Tác giả lý giải và hướng dẫn lại nha.
Nội dung chính - Leading People and Producing ResultsWhat Is the Blake Mouton Grid?1. Impoverished Management – Low Results/Low People2. Produce-or-Perish Management – High Results/Low People3. Middle-of-the-Road Management – Medium Results/Medium People4. Country Club Management – High People/Low Results5. Team Management – High Production/High PeopleApplying the Blake Mouton GridStep One: Identify Your Managerial StyleStep Two: Identify Areas Where You Can Improve and Develop Your Leadership SkillsStep Three: Put the Grid in ContextWhat Are the Disadvantages of the Blake
Mouton Grid?Which method of research was central to the early research on leader behavior Ohio State University?What is the basic premise of Vroom's decision tree approach to leadership?On what did the first studies of leadership focus quizlet?What was the failure of the behavioral approach to studying leadership?
Chapter 11 Basic Approaches to Leadership
MULTIPLE CHOICE
What Is Leadership?
1.Leadership is:
a.the ability to influence a group in goal achievement.
b.keeping order and consistency in the midst of change.
c. implementing the vision and strategy provided by management.
d.coordinating and staffing the organization and handling day-to-day problems.
(a; Moderate; p. 332)
2.According to Robert House, leaders:
a.establish direction by developing a vision of the future.
b.align people by communicating their vision.
c.none of the above.
d.all of the above
(c; Challenging; p. 332)
3.Good ____ brings about order and consistency by drawing up formal plans.
a.leadership
b. management
c.task structure
d.initiating structure
(b; Easy; p. 332)
4.Which of the following statements is true?
a.All leaders are managers.
b.Formal rights enable managers to lead effectively.
c.All managers are leaders.
d.Non-sanctioned leadership is as important as or more important than formal influence.
(d; Challenging; p. 332)
5.Which of the following statements is true?
a.Leadership is more important than management.
b.Vision is a common thread throughout the research on leadership.
c.Management is more important than leadership.
d.The truyền thông has long been a believer in trait theories of leadership.
(d ; Moderate; p. 333)
6. Who stated that management is about coping with complexity and leadership is coping with
change?
a.Robert House
b.John Kotter
c.Blake and Mouton
d.Fred Fiedler
(b; Challenging; p. 332)
245
10 MIN READ
Leading People and Producing Results
When you recruit a new team thành viên, what's your priority? Is it to focus on tasks by explaining the first year's objectives to them? Or, do you spend time understanding their strengths and interests so you can give them tasks that they'll enjoy?
No one leadership style is best for all situations, but it's useful to understand what your natural approach is, so you can develop skills that you may be missing. It's unwise to neglect either tasks or people. But, equally, a compromise between the two approaches will likely result in only average team performance, because you neither meet people's needs nor inspire excellent performance.
In this article, we look the Blake Mouton Grid, a popular framework for thinking about a leader's "task versus person" orientation.
[embed]https://www.youtube.com/watch?v=lSvVdEKq9io[/embed]
Click here to view a transcript of this video.
What Is the Blake Mouton Grid?
The Blake Mouton Grid plots a manager's or leader's degree of task-centeredness versus their person-centeredness, and identifies five different combinations of the two and the leadership styles they produce. It's also known as the Managerial Grid, or Leadership Grid, and was developed in the early 1960s by management theorists Robert Blake and Jane Mouton.
The model is based on two behavioral dimensions:
- Concern for People: this is the degree to which a leader considers team members' needs, interests and areas of personal
development when deciding how best to accomplish a task.Concern for Results: this is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
Blake and Mouton defined five leadership styles based on these, as illustrated in the diagram below.
Figure 1 – The Blake Mouton Grid
The Leadership Grid® figure from "Leadership Dilemmas – Grid Solutions," by Robert R. Blake and Anne Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf Publishing Company, Copyright 1991 by Grid International, Inc.
Let's take a look the five leadership styles in detail.
1. Impoverished Management – Low Results/Low People
The Impoverished or "indifferent" manager is mostly ineffective. With a low regard for creating systems that get the job done, and with little interest in creating a satisfying or motivating team environment, this manager's results are inevitably disorganization, dissatisfaction and disharmony.
2. Produce-or-Perish Management – High Results/Low People
Also known as "authoritarian" or "authority-compliance" managers, people in this category believe that their team members are simply a means to an end. The team's needs are always secondary to its productivity.
This type of manager is autocratic, has strict work rules, policies and procedures, and can view punishment as an effective way of motivating team members. This approach can drive impressive production results first, but low team morale and motivation will ultimately affect people's performance, and this type of leader will struggle to retain high performers.
They probably adhere to the Theory X approach to motivation, which assumes that employees are naturally unmotivated and dislike working. A manager who believes people are self-motivated and happy to work is said to follow Theory Y. You can learn more about these theories in our article, Theory X and Theory Y.
3. Middle-of-the-Road Management – Medium Results/Medium People
A Middle-of-the-Road or "status quo" manager tries to balance results and people, but this strategy is not as effective as it may sound. Through continual compromise, they fail to inspire high performance and also fail to meet people's needs fully. The result is that their team will likely deliver only mediocre performance.
4. Country Club Management – High People/Low Results
The Country Club or "accommodating" style of manager is most concerned about their team members' needs and feelings. They assume that, as long as their people are happy and secure, they'll work hard.
What tends to be the result is a work environment that is very relaxed and fun, but where productivity suffers because there is a lack of direction and control.
5. Team Management – High Production/High People
According to the Blake Mouton model, Team Management is the most effective leadership style. It reflects a leader who is passionate about their work and who does the best they can for the people they work with.
Team or "sound" managers commit to their organization's goals and mission, motivate the people who report to them, and work hard to get people to stretch themselves to deliver great results. But, the same time, they're inspiring figures who look after their teams. Someone led by a Team manager feels respected and empowered, and is committed to achieving her goals.
Team managers prioritize both the organization's production needs and their people's needs. They do this by making sure that their team members understand the organization's purpose, and by involving them in determining production needs.
When people are committed to, and have a stake in, the organization's success, their needs and production needs coincide. This creates an environment based on trust and respect, which leads to high satisfaction, motivation and excellent results. Team managers likely adopt the Theory Y approach to motivation, as we mentioned above.
Note:Blake and his colleagues added two more leadership styles after Mouton's death in 1987, although neither appears on the grid itself, for the reasons explained below.
- Paternalistic
Management. A Paternalistic manager will jump between the Country Club and Produce-or-Perish styles. This type of leader can be supportive and encouraging, but will also guard their own position – and paternalistic managers don't appreciate anyone questioning the way they think.Opportunistic Management. This doesn't appear on the grid because this style can show up anywhere within it. Opportunistic managers place their own needs first, shifting around the grid
to adopt whichever style will benefit them. They will manipulate and take advantage of others to get what they want.
Applying the Blake Mouton Grid
It is important to understand your management or leadership style, so that you can then identify ways of reaching the target position of Team manager.
Step One: Identify Your Managerial Style
- List five or six recent situations where you were the leader.For each situation, place yourself on the
grid according to where you believe you fit.Use our self-assessment leadership quiz to help you spot your traits.
Step Two: Identify Areas Where You Can Improve and Develop Your Leadership Skills
- Look your current approach. Are you settling for "Middle-of-the-Road" because it's easier than reaching for more? Think about
whether your style suits the situation you are in.If you feel that you are too task-oriented, then you can try to involve your team members in creative problem solving, improve how you
communicate with them, or work on your mentoring skills. Or, if you tend to focus too much on people, it may mean becoming clearer about
scheduling and monitoring project progress, or improving your decision making.
Continually monitor your performance and watch for situations where you slip back into bad old habits.
Step Three: Put the Grid in Context
The Team Management style is often the most effective approach, but there are situations that call for more attention to one area than the other. For example, if your company is in the middle of a merger or some other significant change, then it can be acceptable to place a higher emphasis on people than on production, to guide them and reassure them through a potentially difficult time. Likewise, when faced with an emergency, an economic hardship, or a physical risk, concerns about people may be put to one side, for the short term least, to achieve good results and efficiency.
Get the Free NewsletterLearn career skills every week, plus get a bonus Explore Your Potential Checklist, không lấy phí!
Read our Privacy Policy
What Are the Disadvantages of the Blake Mouton Grid?
Theories of leadership have moved on a certain amount since Blake and Mouton proposed their model half a century ago. In particular, the context in which leadership occurs is seen as an important driver of leadership style. And in many situations, the Team Manager as an ideal has shifted towards the "Transformational Leader."
So use the Managerial Grid as a helpful model for identifying your basic leadership style, but don't treat it as an "eternal truth."
Key PointsThe Blake Mouton Grid plots a manager's or leader's degree of task-centeredness versus their person-centeredness, and identifies five different combinations of the two and the leadership styles they produce.
By plotting "concern for results" against "concern for people," the grid highlights how placing too much emphasis on one area the expense of the other leads to poor results. It also discourages a vague Middle-of-the-Road compromise.
The model proposes that, when concern for both people and results are high, employee engagement and productivity will likely be excellent.
While the grid does not entirely address the complexity of "which leadership style is best?," it certainly provides an excellent starting point for thinking about your own performance and for improving your general leadership skills.
Which method of research was central to the early research on leader behavior Ohio State University?
The research was based on questionnaires to leaders and subordinates of the organizations. These are known as the Leader Behavior Description Questionnaire (LDBQ) and the Supervisor Behavior Description Questionnaire (SBDQ).What is the basic premise of Vroom's decision tree approach to leadership?
The Vroom-Yetton decision model formulated seven critical questions to create a decision tree enabling leaders to make the right choice. These seven questions are associated with quality, commitment, problem structure, leader's information, goal congruence, and subordinate conflict.On what did the first studies of leadership focus quizlet?
Early studies of leadership focused on the traits, or personal characteristics, of leaders.What was the failure of the behavioral approach to studying leadership?
According to your text, what was the failure of the behavioral approach to studying leadership? It tended to specify a set of leader behaviors that would lead to effectiveness in all situations. Tải thêm tài liệu liên quan đến nội dung bài viết The ohio state studies and the leadership grid are associated with the ____ approach to leadership.