The model is represented as a grid with concern for production as the X-axis and concern for people as the Y-axis; each axis ranges from 1 (Low) to 9 (High). The resulting management styles are as follows:

• The impoverished style (1,1). In this style, managers have low concern for both people and production. Managers use this style to preserve job security and job seniority, protecting themselves by avoiding getting into trouble.
• The country club style (1,9). This style has a high concern for people and a low concern for production. Managers using this style pay attention to the security and comfort of the employees, hoping that this will increase their performance.
• The produce or perish style (9,1). With a high concern for production and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals.
• The middle-of-the-road style (5,5). Managers using this style try to find balance between company goals and workers’ needs.
• The team style (9,9). In this style, high concern is paid both to people and production. As suggested by Theory Y, managers choosing to use this style encourage teamwork and commitment among employees.

Blake and Mouton’s grid took a unique approach to managerial thinking. Rather than prescribe a “one best way” to manage, it is suggested that managers continuously adopt their style as the situation and people change.

Both the Ohio State and Michigan studies sought to identify the best combination of the leadership behaviors (although each used differing terms). Their research leads to a myriad of research attempting to define leadership behaviors that worked in every situation. However, the results of this research are inconclusive, suggesting that there is not one best style of effective leadership.

Blake and Mouton ran with this idea, developing a model for training leaders that describes leadership behaviors as plots on a grid with two axes: concern for results (task behaviors) and concern for people (relationship behavior). The model outlines five main plots on the managerial grid: authority-compliance (9,1), country club management (1,9), impoverished management (1,1), middle-of-the-road management (5,5) and team management (9,9).

Useful Lies

While style theory represents a step forward in understanding leadership, there are some strengths and weaknesses. In addition to enhancing understanding of leadership, style theory is supported by a large body of research. Style theory also works to identify two main behaviors, task and relationship, which can be learned and cultivated. However, style theorists have yet to come to consensus on an optimal style of leadership. The theory implies that a high task, high relationship style will yield the best results, but this implication has yet to be supported by research.

• Intro to Leadership Theory
• Why Theory
• A Word on Theory
• Trait Theory
• Skills Theory
• Style Theory
• Contingency Theory
• Situational Leadership Theory
• Path-Goal Theory
• Leader-Member Exchange Theory
• Transformational/Transactional Leadership Theory
• Servant Leadership Theory
• Strengths-Based Leadership Theory