Explain why The Leadership Grid is a useful model for developing an understanding of the differences in leadership styles exhibited by practicing managers. What are the strengths and weaknesses of this model?

Developed in the 1950’s by Robert Blake and Jane Mouton, also known as the managerial grid. Then Adapted in the 90s to by McCain to the leadership grid.
Looks at 2 behavioral dimensions both plotted from 1 (low) to 9 (high) points
Production on the x axis
People on the y axis
There is a total of 81different positions on the grid

Results and Leadership styles
Impoverished Management (1,1) – minimum effort to get work done from employees, low concern with employee satisfaction. Business becomes disorganized and only take action when preserving job and seniority.
Only doing enough to keep job
Low and low
Contributed little to the organization
Someone waiting to retire
Task Management (9,1) – more concern for production level then people. Believe that efficiency can result through systems and the elimination of people wherever possible. Increase output but high labour turnover results.
High prod. Low people
Autocratic
Expected compliance to orders (controlling manager)
Exercises power and authority
Middle-of-the-road (5,5) – leader types to maintain a balance of the needs of the company and the needs of its employees. Neither production nor employees needs are fully met.
Mod. And Mod.
Could be achieved through compromise
Wants to be likes doesn’t want to rock the boat
Goes along with majority
Operates well within informal groups
Country club (1,9) – low task orientated, high people orientated. Leader gives thoughtful attention to the needs of people. Leader feels that if employees are supported self-motivation will occur. Can result in decreased production and questionable results.
High emphasis on feelings and emotions of employees
Neglects prod.
Desires to be liked by employees
High profit margins/low competition
Team Management (9,9) – high people and task focus. Most effective style according to Blake and Mouton. Leader feels that trust, empowerment, commitment, trust, respect etc. are key elements in creating a team atmosphere which automatically result in high employee satisfaction and production.
Seeks to integrate production and human aspects
Engages empowerment, teamwork and communication
Best approach.

Advantages
Helps managers analyze their own leadership styles through grid training. Helps to show where they stand in regards to their concern with people and production (Questionnaires are used to help with placement).
Ultimate goal is to reach the team management stage.
Aimed to help leaders to reach the ideal 9,9
Shows where they need to shift more focus

Disadvantages
Ignores the importance of internal and external factors
Ignores matters and scenarios
Other aspects