The journey starts with awareness, and takes some time and effort. It’s possible to transition through the grid and to developed the high concern for both task and people that is required for the team management style. These managers should keep doing what they’re doing. They ensure delivery while retaining and engaging their people. Team management (AKA sound management) occurs when managers have both high people focus and high task task focus. This isn’t hard to do when you’re starting at this level, but some people still struggle to do so. These leaders should increase their concern for people. This may increase delivery in the short term, but ultimately reduces it as people cease to be engaged and motivated. Task management (AKA dictatorial management) occurs when managers have high levels of concern for task completion, but little for engagement. They might need to do this in stages, perhaps increasing task focus first, then people focus. These managers should increase their concern in both areas. Performance is middling and there’s nothing much to say about these managers. Middle of the road management (AKA status quo management) occurs when managers have balanced concern for engagement and completion of tasks, but not high levels of either. By doing so they will produce better results.Įverything is comfortable at the country club… perhaps a bit too comfortable. These managers should maintain their concern for their people (perhaps relaxing it a bit if necessary) and increase their focus on task delivery.
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The hope of these managers is that their team’s engagement will lead to task completion, though this isn’t always the case. These managers should leave as they are probably not happy and they certainly are not making either their teams or their organizations happy.Ĭountry club management (AKA accommodating management) occurs when managers have lots of concern for their team’s engagement, happiness and wellbeing, but little for completing tasks. Impoverished management (AKA indifferent management) occurs when managers have little concern for the engagement of their teams or for completing tasks. Where managers find themselves on the grid is a product of their prior experience, lessons they’ve learned from their role-models, the culture of their organization, personal style and the training and development they have received. The managerial grid identifies five main styles of leadership, each dependent on a specific blend of concern for task and concern for people.