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When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This type of leader places production needs and the needs of the people equally. Team Leadership (High Production/High People)Īccording to Blake and Mouton’s model, this is the pinnacle of managerial style.This type of leader settles for average performance and often believes that this is the most anyone can expect. Middle-of-the-Road Leadership (Medium Production/Medium People).The result is a place of disorganization, dissatisfaction and disharmony.

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. This type of leader is mostly ineffective.

I mpoverished Leadership (Low Production/Low People).

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.

Produce or Perish Leadership (High Production/Low People).

The result is a work environment that is very relaxed and fun, but production suffers. This type of leader lacks direction and control.

Country Club Leadership (High People/Low Production).

The Managerial Grid, a book authored by Robert Blake and Jane Mouton in the 1960s, does an excellent job of plotting the degree of person-centeredness versus task-centeredness by identifying five combinations of distinct leadership styles: When underutilized, people are identified as the number one waste in lean culture, so it is important businesses balance their concern for people with concern for production. My last blog article, What’s the Magic – The Key That Unlocks Productivity, discussed how people serve as the foundation for all successful productivity efforts.