Leadership Grid: Model Definition and Five Behavior Types

Leadership Grid: Model Definition

The Leadership Grid model is based on two dimensions: concern for people and concern for production. These dimensions form a grid with five behavior types that represent different leadership styles.

The concern for people dimension refers to the leader’s focus on the well-being, satisfaction, and development of their team members. Leaders with a high concern for people prioritize building relationships, fostering teamwork, and supporting the personal growth of their employees.

The concern for production dimension, on the other hand, reflects the leader’s emphasis on achieving results, meeting targets, and completing tasks. Leaders with a high concern for production prioritize efficiency, productivity, and goal attainment.

The Leadership Grid model combines these two dimensions to create five behavior types:

1. Impoverished Leadership (Low Concern for People, Low Concern for Production)

2. Country Club Leadership (High Concern for People, Low Concern for Production)

Leaders who exhibit country club leadership prioritize the well-being and satisfaction of their team members but pay less attention to achieving goals and meeting targets. They create a friendly and comfortable work environment but may struggle with productivity and efficiency.

3. Authority-Compliance Leadership (Low Concern for People, High Concern for Production)

4. Middle-of-the-Road Leadership (Medium Concern for People, Medium Concern for Production)

Leaders who exhibit middle-of-the-road leadership try to balance their concern for people and production. They aim for moderate levels of both, but this approach may result in mediocrity and compromise. These leaders may struggle to motivate their team members and achieve exceptional results.

5. Team Leadership (High Concern for People, High Concern for Production)

Team leadership represents the ideal behavior type according to the Leadership Grid model. Leaders who exhibit this style prioritize both the well-being of their team members and the achievement of goals. They foster a collaborative and supportive work environment, resulting in high employee satisfaction, engagement, and productivity.

The model is represented by a grid with two axes: concern for people and concern for production. The concern for people axis represents the leader’s focus on the well-being, satisfaction, and development of their team members. The concern for production axis represents the leader’s focus on achieving results, meeting goals, and completing tasks.

The Leadership Grid Model identifies five different behavior types based on the combination of these two axes:

1. Impoverished Leadership (1,1)

2. Country Club Leadership (1,9)

3. Authority-Compliance Leadership (9,1)

4. Middle-of-the-Road Leadership (5,5)

5. Team Leadership (9,9)

Five Behavior Types in Leadership Grid

The Leadership Grid model identifies five different behavior types that leaders can exhibit. These behavior types are based on two dimensions: concern for people and concern for production. The model categorizes leaders into different styles based on where they fall on these two dimensions.

1. Impoverished Style

The first behavior type in the Leadership Grid is the Impoverished style. Leaders who exhibit this style have low concern for both people and production. They tend to be indifferent and uninvolved, showing little interest in the needs of their team members or the success of the task at hand. This style can lead to a lack of motivation and productivity among team members.

2. Country Club Style

The Country Club style is characterized by high concern for people but low concern for production. Leaders with this style prioritize the well-being and satisfaction of their team members over achieving results. They create a friendly and comfortable work environment, but may struggle to meet goals and deadlines. This style can lead to a lack of accountability and a focus on maintaining harmony rather than driving performance.

3. Authority-Compliance Style

The Authority-Compliance style is characterized by high concern for production but low concern for people. Leaders with this style are focused on achieving results and meeting targets, often at the expense of their team members’ well-being. They tend to be task-oriented and may use authority and control to ensure compliance. This style can lead to a lack of employee satisfaction and engagement.

4. Middle-of-the-Road Style

The Middle-of-the-Road style represents a moderate concern for both people and production. Leaders with this style try to balance the needs of their team members with the goals of the organization. They aim for a compromise between task accomplishment and maintaining relationships. However, this style can result in mediocre performance and a lack of clear direction.

5. Team Style

The Team style is characterized by high concern for both people and production. Leaders with this style prioritize both the well-being of their team members and the achievement of goals. They create a collaborative and supportive work environment, fostering teamwork and individual growth. This style can lead to high levels of employee satisfaction, engagement, and productivity.

Exploring the Different Behavior Types in Leadership Grid

The Leadership Grid model defines five different behavior types that leaders can exhibit. These behavior types are based on two dimensions: concern for people and concern for production. Each behavior type represents a different combination of these two dimensions, resulting in varying leadership styles and approaches.

1. Impoverished Management (1,1)

This behavior type represents leaders who have low concern for both people and production. They tend to be indifferent and apathetic, showing little interest in both the well-being of their team members and the achievement of organizational goals. Leaders with this style often avoid making decisions and taking responsibility.

2. Country Club Management (1,9)

This behavior type represents leaders who have high concern for people but low concern for production. They prioritize creating a friendly and harmonious work environment, often at the expense of achieving results. Leaders with this style focus on building relationships and ensuring the satisfaction and happiness of their team members.

3. Authority-Compliance Management (9,1)

This behavior type represents leaders who have high concern for production but low concern for people. They prioritize achieving results and meeting targets, often at the expense of the well-being and satisfaction of their team members. Leaders with this style tend to be task-oriented and may use authority and control to ensure productivity.

4. Middle-of-the-Road Management (5,5)

This behavior type represents leaders who have moderate concern for both people and production. They aim to strike a balance between achieving results and maintaining good relationships with their team members. Leaders with this style may compromise on certain aspects to avoid conflict and maintain harmony within the team.

5. Team Management (9,9)

This behavior type represents leaders who have high concern for both people and production. They prioritize both achieving results and fostering a supportive and collaborative work environment. Leaders with this style value the well-being and development of their team members and strive to create a high-performing team.