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BLAKE AND MOUTON'S GRID THEORYBlake and Mouton (1964) integrated the ideas of task and relationship orientations into a grid with five main styles. It is based on the concept that leaders vary from 1 to 9 in their concern for people (relationships) and their concern for getting things done (tasks). 9,1: Authority-Obedience
1,9: "Country Club" Managment
1,1: Impoverished Management
5,5: "Organization Man" Management
9,9: Team Management
Opportunistic leaders use several styles interchangeably, depending on the persons with whom they are dealing. Sometimes leaders masquerade as 9,9s when they are really paternalists or opportunist hiding behind facades. The leader's style is likely to be backed up by other styles. Thus, the 1,9 leader may begin a meeting in casual, but friendly way, but quickly become tough and no-nonsense, 9,1 which is his or her dominant style. Blake and Mouton prescribe the 9,9 orientation because it involves participation, openness, trust and respect, involvement and commitment, consensus, and mutual support. The researchers reported that prior to a seminar, 69% of the managers reported themselves as 9,9. But after the seminar only 16% believed they were 9,9. In a study of 716 managers, they found that 9,9-oriented managers were more likely to advance further in their careers. The authors believe that a 9,9 style of team-management characterized the leadership of the twentieth century U.S. presidents who had performed with greatness. They determined this by analyzing contemporary writings about the president's different ways of decision making, exercising initiatives, analyzing problems, etc.
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