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Leadership behaviors (Connect) At theUniversity of Michigan    , researchers discovered two different leadership behaviors: employee-centered andjob-centered    behavior

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Leadership behaviors (Connect)

At theUniversity of Michigan  

 , researchers discovered two different leadership behaviors: employee-centered andjob-centered  

 behavior.

 

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Explanation:

The University of Michigan studies looked at what made a leader effective, finding that employee-centered leaders were more effective than job-centered leaders. Employee-centered leaders care about both people and production. They set high goals and then support their people as they try to attain those goals. Job-centered leaders are more focused on meeting deadlines and making things run efficiently than on supporting their people. You might expect a job-centered leader to lay people off in order to keep costs low, whereas an employee-centered leader would say, “We need to reduce our costs by 10%. What ideas do you have for achieving that goal?”

Use your knowledge of the managerial grid to select the correct word or phrase for the five missing labels in the following diagram.

  

A.	Team management
B.	Country club management
C.	Team management
D.	Impoverished management
E.	Middle-of-the-road management

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Explanation:

In 1964, Robert Blake and Jane Mouton published The Managerial Grid, a book to help managers diagnose their management styles. The managerial grid is one of the most enduring theories of leadership and is still being used by consultants today. The grid places managers in one of five locations based on the extent to which they use a person- or employee-centered or a production- or task-centered approach to management. One of the most important things about the managerial grid is that it suggests that leaders can be both people focused and task focused at the same time. The five managerial styles are as follows:

	A. Country club management (1,9). Country club managers have high concern for people but a low concern for production. This produces a comfortable work environment but doesn’t lead to high performance.
	B. Team management (9,9). Team managers have high concern for both people and production. This creates a high-performance workplace where employees play an integral role in managing operations.
	C. Middle-of-the-road management (5,5). Middle-of-the-road managers have moderate concern for both production and people. This creates a workplace where performance is adequate and people are generally satisfied, but the highest levels of trust and performance are not obtained.
	D. Impoverished management (1,1). Impoverished managers pay little attention to either people or production. This creates an unproductive workplace with unhappy workers.
	E. Authority-compliance (9,1). Authority-compliance managers have high concern for production and a low concern for people. This creates a workplace where productivity is high but job satisfaction is low, and that can lead to high levels of turnover.

Source: The Leadership Grid figure, Paternalism figure, and Opportunism figure from Robert R. Blake and Anne Adams McCanse, Leadership Dilemmas-Grid Solutions (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton) (Houston: Gulf Publishing Company, 1991). Grid figure, p. 29; Paternalism figure, p. 30; Opportunism figure, p. 31. Copyright © 1991 by Blake and Mouton, and Scientific Methods, Inc. Reproduced by permission of the owners.