Leadership grid is a framework that was developed in the 1950s by Robert R. Blake and Jane Mouton to understand and assess the styles of leadership used by managers and leaders. It is based on the premise that effective leadership involves a balance of concern for people and concern for production. The leadership grid identifies five different leadership styles, each of which falls at a different point on a matrix based on the level of concern for people and the level of concern for production.
The first leadership style is called "impoverished management," which is characterized by low concern for both people and production. This style is characterized by a lack of attention to either aspect, and is generally considered to be ineffective.
The second leadership style is called "country club management," which is characterized by high concern for people and low concern for production. This style focuses on creating a positive work environment and maintaining good relationships with team members, but may sacrifice efficiency and productivity in the process.
The third leadership style is called "middle-of-the-road management," which is characterized by moderate concern for both people and production. This style aims to strike a balance between the two, and may be effective in some situations.
The fourth leadership style is called "task management," which is characterized by high concern for production and low concern for people. This style focuses on getting the job done, but may neglect the well-being and needs of team members in the process.
The fifth and final leadership style is called "team management," which is characterized by high concern for both people and production. This style seeks to create a positive work environment while also focusing on efficiency and productivity, and is generally considered to be the most effective leadership style.
In summary, the leadership grid is a framework that helps to understand and assess different leadership styles based on the level of concern for people and production. It identifies five different styles, ranging from impoverished management to team management, and suggests that effective leadership involves a balance of both concerns.