2020 iLEAD e-book

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The Managerial Grid Model The Managerial Grid model by Blake and Mouton is a behavioural leadership model. On the grid, concern for production is represented on a one to nine scale on the horizontal axis (x-‐axis). Concern for people is represented on a one to nine scale on the vertical axis (y- ‐axis). Note that according to Blake and Mouton there is also a third axis: motivation, measured from negative (driven by fear) to positive (driven by desire). The concept distinguishes 5 different leadership styles, based on the concern for people and the concern for production: STRENGTHS OF THE MANAGERIAL GRID Using the Grid model makes the various leadership styles measurable to a certain extent and allows more than two competing options (X versus Y). Accurate measurement is important, because of the tendency by managers for self-‐deception and exaggeration. 80% of all people rate themselves as 9.9! Once this is discussed using the grid, this number is reduced to 20% Using a model makes it easier to openly discuss behavior and improvement actions. LIMITATIONS OF THE MANAGERIAL GRID There are more dimensions of leadership that can be relevant. The model basically neglects the significance of the internal and external constraints, context, circumstances and situation
3-‐D Leadership Model Professor Bill Reddin made the breakthrough to the next level of practical leadership theories. He developed the first relatively simple method of measuring what he called “situational demands” – i.e. the things that dictate how a manager must operate to be most effective. Reddin’s model was based on the two basic dimensions of leadership identified by the Ohio State studies. He called them Task-orientation and Relationships -‐orientation. However he introduced what he called a third dimension – Effectiveness. Effectiveness was what resulted when one used the right style of leadership for the particular situation. Reddin identified four major leadership styles on the high effectiveness plane and four corresponding styles on the low effectiveness plane, effectiveness being where the leadership style matched the demands of the situation. So a manager who demonstrated a high level of task-‐ orientation and low relationships orientation where it was the style that was required was called a Benevolent Autocrat while a manager who applied that style of behaviour where the situation did not call for it was labelled an Autocrat. The real theoretical breakthrough with Reddin’s 3-‐D model was the idea that one could assess the situation and identify what behaviour was most appropriate. His model relates the level of managerial effectiveness to the most appropriate use of each of these styles. What it means? Reddin’s four basic management styles result from the different levels of concern for the people and the task. From these four basic styles, Reddin added a third dimension as a means of measuring managerial effectiveness. Where the four styles are being used in the most inappropriate way, this is the lowest level of effectiveness and those occupying these quadrants are labelled as: Missionary, Compromiser, Deserter, and Autocrat. Where the four styles are being used in the most appropriate way and thus at the highest levels of effectiveness, Reddin labelled the roles as: Developer, Executive, Bureaucrat, and Benevolent Autocrat.
Page 1 and 2: iLEAD WORKBOOK Extracts from the di
Page 3 and 4: Goleman’s 6 Leadership Styles ...
Page 5 and 6: How to diagnose Development Levels
Page 7 and 8: How to match your style to the situ
Page 9 and 10: How to delegate The Monkey, Franz M
Page 11 and 12: Their Barriers to Delega-on 4 1. Ca
Page 13 and 14: This should be a short and clear st
Page 15 and 16: How to practice Trumpet Practice No
Page 17 and 18: HOW TO ENERGIZE PEOPLE Different pe
Page 19 and 20: shows how to promote autonomy in th
Page 21 and 22: HOW TO BUILD AND MAINTAIN TEAMS
Page 23 and 24: Gathers to address a specific probl
Page 25 and 26: 5. Understand how different strateg
Page 27 and 28: willingness of team members to open
Page 29 and 30: Conflict can be a good thing; the m
Page 31 and 32: How to manage virtual teams So, how
Page 33 and 34: Summary When it comes to problem so
Page 35 and 36: The Detective Mindset TWITTER SUMMA
Page 37 and 38: The Engineer Mindset TWITTER SUMMAR
Page 39 and 40: TWITTER SUMMARY Thinking like a pro
Page 41 and 42: How to use C in SCAMPER TWITTER SUM
Page 43 and 44: How to use M in SCAMPER TWITTER SUM
Page 45 and 46: How to use P in SCAMPER TWITTER SUM
Page 47 and 48: How to use R in SCAMPER TWITTER SUM
Page 49 and 50: DEVELOPING YOUR LEADERSHIP AGILITY
Page 51: The Leadership Continuum In 1938, L
Page 55 and 56: Situational Leadership The Situatio
Page 57 and 58: Contingency Theory Contingency Theo
Page 59 and 60: Servant Leadership Servant-‐Lea
Page 61 and 62: Transformational Leadership Transfo
Page 63 and 64: 63 SEE WITH NEW EYES PRACTISE MAKES
Page 65 and 66: 65 SWITCH STYLES SEAMLESSLY EMBRACE

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