Dear Mates,
Please find the attached pdf with three different leadership tests and which can be used as a training tool also. This is based on BLAKE MOUTON MANAGERIAL/ LEADERSHIP GRID
Balancing Task- and People-Oriented Leadership
When your boss puts you in charge of organizing the company Christmas party, what do you do first? Do you develop a time line and start assigning tasks or do you think about who would prefer to do what and try to schedule around their needs? When the planning starts to fall behind schedule, what is your first reaction? Do you chase everyone to get back on track, or do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks you’ve assigned?
Your answers to these types of questions can reveal a great deal about your personal leadership style.
Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production-oriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then you’re more people-oriented.
Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then working on developing skills that you may be missing.
A popular framework for thinking about a leader’s ‘task versus person’ orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.
Understanding the Model
The Managerial Grid is based on two behavioral dimensions:
• Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
• Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles:
Country Club Leadership – High People/Low Production
This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.
Produce or Perish Leadership – High Production/Low People
Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.
Impoverished Leadership – Low Production/ Low People
This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
Middle-of-the-Road Leadership – Medium Production/Medium People
This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.
Team Leadership – High Production/High People
According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.
Hope it helps you.
Kiran K.S
From India, Hyderabad
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68Please find the attached pdf with three different leadership tests and which can be used as a training tool also. This is based on BLAKE MOUTON MANAGERIAL/ LEADERSHIP GRID
Balancing Task- and People-Oriented Leadership
When your boss puts you in charge of organizing the company Christmas party, what do you do first? Do you develop a time line and start assigning tasks or do you think about who would prefer to do what and try to schedule around their needs? When the planning starts to fall behind schedule, what is your first reaction? Do you chase everyone to get back on track, or do you ease off a bit recognizing that everyone is busy just doing his/her job, let alone the extra tasks you’ve assigned?
Your answers to these types of questions can reveal a great deal about your personal leadership style.
Some leaders are very task-oriented; they simply want to get things done. Others are very people-oriented; they want people to be happy. And others are a combination of the two. If you prefer to lead by setting and enforcing tight schedules, you tend to be more production-oriented (or task-oriented). If you make people your priority and try to accommodate employee needs, then you’re more people-oriented.
Neither preference is right or wrong, just as no one type of leadership style is best for all situations. However, it's useful to understand what your natural leadership tendencies are, so that you can then working on developing skills that you may be missing.
A popular framework for thinking about a leader’s ‘task versus person’ orientation was developed by Robert Blake and Jane Mouton in the early 1960s. Called the Managerial Grid, or Leadership Grid, it plots the degree of task-centeredness versus person-centeredness and identifies five combinations as distinct leadership styles.
Understanding the Model
The Managerial Grid is based on two behavioral dimensions:
• Concern for People – This is the degree to which a leader considers the needs of team members, their interests, and areas of personal development when deciding how best to accomplish a task
• Concern for Production – This is the degree to which a leader emphasizes concrete objectives, organizational efficiency and high productivity when deciding how best to accomplish a task.
Using the axis to plot leadership ‘concerns for production’ versus ‘concerns for people’, Blake and Mouton defined the following five leadership styles:
Country Club Leadership – High People/Low Production
This style of leader is most concerned about the needs and feelings of members of his/her team. These people operate under the assumption that as long as team members are happy and secure then they will work hard. What tends to result is a work environment that is very relaxed and fun but where production suffers due to lack of direction and control.
Produce or Perish Leadership – High Production/Low People
Also known as Authoritarian or Compliance Leaders, people in this category believe that employees are simply a means to an end. Employee needs are always secondary to the need for efficient and productive workplaces. This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.
Impoverished Leadership – Low Production/ Low People
This leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
Middle-of-the-Road Leadership – Medium Production/Medium People
This style seems to be a balance of the two competing concerns. It may at first appear to be an ideal compromise. Therein lies the problem, though: When you compromise, you necessarily give away a bit of each concern so that neither production nor people needs are fully met. Leaders who use this style settle for average performance and often believe that this is the most anyone can expect.
Team Leadership – High Production/High People
According to the Blake Mouton model, this is the pinnacle of managerial style. These leaders stress production needs and the needs of the people equally highly. The premise here is that employees are involved in understanding organizational purpose and determining production needs. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment based on trust and respect, which leads to high satisfaction and motivation and, as a result, high production.
Hope it helps you.
Kiran K.S
From India, Hyderabad
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Hi Kiran,
A very very informative piece of work!!!!!
I took the test for me, I found my people score @8.6 and Task score @ 8.8 but getting confused in Matrix section.Kindly help how to do this.
Further, what does Country club and Authoritarian Style means??
Looking for your reply Sir.......
Regards,
RAchna Sinha
From India, Hyderabad
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A very very informative piece of work!!!!!
I took the test for me, I found my people score @8.6 and Task score @ 8.8 but getting confused in Matrix section.Kindly help how to do this.
Further, what does Country club and Authoritarian Style means??
Looking for your reply Sir.......
Regards,
RAchna Sinha
From India, Hyderabad
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Hi Rachana,
Country club means you are someone who focuses more on 'people' and less on 'performance'. Hence, if you qualify as a country club leader, it means you are someone who will more often than not get too 'people-oriented' in your task and, in the bargain, lose out on 'productivity'.
Authoritarian, on the other hand, means you are someone who tends to exert your 'authority', in layman's terms, 'throw your weight around'. You may, at times, be able to complete tasks with this kind of behavior; however, your people will be demotivated, and you may not see a 'quality' job happen.
From India, Mumbai
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Country club means you are someone who focuses more on 'people' and less on 'performance'. Hence, if you qualify as a country club leader, it means you are someone who will more often than not get too 'people-oriented' in your task and, in the bargain, lose out on 'productivity'.
Authoritarian, on the other hand, means you are someone who tends to exert your 'authority', in layman's terms, 'throw your weight around'. You may, at times, be able to complete tasks with this kind of behavior; however, your people will be demotivated, and you may not see a 'quality' job happen.
From India, Mumbai
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I would like to further add that a country club is nothing but a leader in the scenario of a club where the focus is on leisure, people, and less on tasks. So, a leader who aligns with this orientation is termed as a country club manager. The interpretation of your scoring not only shows your particular leadership behavior but also highlights areas in which you need improvement.
Regards,
Srikanth
From India, Madras
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Regards,
Srikanth
From India, Madras
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