Blake and Mouton’s model demonstrates contingency leadership theory — the idea that there is no single best way to manage an organisation or to lead people. The traditional ‘fixed’ managements styles (autocratic, democratic and laissez faire) may not work in the real world because a style that works in one situation will not necessarily work in other circumstances. The best style depends on various factors and situations, such as the knowledge base, skills and experience of employees.
First published in 1964, the managerial grid devised by Robert R. Blake and Jane Mouton (Figure 1) shows a range of different management and leadership styles. The styles are based on the concern for people (y-axis) and the concern for completing the task (x-axis). The axes range from 1 (low) to 9 (high), representing the degree of concern held by a manager or leader.
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