Leadership - What Really Matters: A Handbook on Systemic Leadership (Management for Professionals)

2.2.4.3 Person and Duties

The psychologists Robert S. Blake and Jane S. Mouton differentiated between two
fundamental kinds of leadership behavior in the 1960s. Person-oriented leadership
behavior stresses individuals living and working together at the company; duties-
oriented behavior in contrast is only concerned with efficient production (see Blake
and Mouton 1980).
Blake and Mouton’s “Managerial Grid” portrays the two behavioral dimensions
graphically on a nine-level scale. The four extremes mark the corner points of the
grid:

A manager who worries only about the production, with no concern for his or her
employees.
A manager whose employees spend a good deal of time talking and celebrating, but
get little work accomplished.
An inhuman slave driver focused strictly on performance while discouraging and/or
preventing social contact.
A popular boss, who creates a warm interpersonal climate, inspires others and gets
motivated, maximum performance from his or her employees (Fig.2.5).

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2

3

4

5

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6

7

8

9

45678 9

1.9 leadership behaviour

Careful consideration of

interpersonal relationships leads

to a convenient and friendly

atmosphere and the

corresponding pace of work

9.9. leadership behaviour

High levels of work

performance by enthusiastic

colleagues, pursuit of

common aims leads to a

good relationship between the

leader and those led

1.1. leadership

behaviour

Least possible influence

on efficiency and people

9.1. leadership

behaviour

An effective performance is

reached without much

consideration for

interpersonal relations

5.5. leadership

behaviour

Sufficient performance

whilst maintaining a

satisfying work

atmosphere

high

high

low

Fig. 2.5 Leadership conduct according to the Managerial Grid (Blake and Mouton) (Source:
Staehle 1989)

2.2 The Leader 63