In extreme cases it would be rightly regarded as ruthless. Motivation is often attempted through a threat of punishment, such as being sacked.A leader like this will commonly take the view that staff should be grateful to be employed and paid a salary.Leaders using this style seek to control and dominate others.This style is often referred to as autocratic. Low People - High Task - Here we see a high focus on the task with little or no concern for people. Leadership generally requires a good degree of natural authority and decisiveness, so a style which lacks these aspects has much room for improvement.Leaders adopting this behavioural approach try to address the needs of the task and their followers to some extent, but do so without conviction, skill or insight and therefore reduce their effectiveness.There is some concern for the task and equally, some concern for people, but we might also say there is not enough of either. Mid People - Mid Task - This is essentially an ineffectual compromise. Not surprisingly, Blake and Mouton said this is the least effective approach to leadership.The answer typically is 'leaders' who care mainly about themselves and are afraid of making mistakes. You may ask who would adopt this approach because it is obviously doomed to fail.Low People - LowTask - Here the leader has both a low concern for people and a low concern for the task. The style is common among leaders who are afraid of upsetting people, and/or who fear rejection and being disliked.Ironically, the group suffers ultimately because they fail to achieve.People feel good and happy, but the task lacks priority. So although leaders like this appear to care about their people and want to create a comfortable and friendly environment, this style is often not good for creating producing results.There is usually an overly friendly relationship between the leader and the led group.High People - Low Task - Here the leader has a high concern for and usually involvement with people, but a low concern for the task. The Blake and Mouton Managerial Grid identified five kinds of leadership behaviour, of which they suggested that the Note: 'Concern for Production' might be replaced with 'Concern for Task/Results'. The Managerial Grid: The Key to Leadership Excellenceīlake and Mouton depicted their model as a grid with two axes: The need to adapt behaviour/style/methods according to different situationsĬreated their " Managerial Grid" model in 1964, in their book, Two crucial - though often ignored - factors in influencing leadership styles are: Factors Influencing Leadership/Managerial Styles