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CHAPTER 2: TRAITS, BEHAVIORS, AND RELATIONSHIPS 49

®
Exhibit 2.3 The Leadership Grid Figure
High
9 9 1,9 9,9
Country Club Management Team Management
Thoughtful attention to the Work accomplishment is
8 8 needs of people for satisfying from committed people;
relationships leads to a com- interdependence through
fortable, friendly organization a “common stake” in
7 7 atmosphere and work tempo. organization purpose
leads to relationships of
trust and respect.
Concern for People 5 5 Middle-of-the-Road Management
6 6
5,5
Adequate organization performance is
possible through balancing the necessity
to get out work with maintaining morale of
4 4
people at a satisfactory level.
Authority-Compliance
Management
3 3 Efficiency in operations
Impoverished Management results from arranging
Exertion of minimum effort conditions of work in
2 2 to get required work done such a way that human
is appropriate to sustain elements interfere to a
organization membership. minimum degree.
1 1 1,1 9,1
Low W
1 2 3 4 5 6 7 8 9
Low Concern for Results High

Source: The Leadership Grid figure from Leadership Dilemma—Grid Solutions by Robert R. Blake and Anne
Adams McCanse (formerly the Managerial Grid by Robert R. Blake and Jane S. Mouton). Houston: Gulf
Publishing Company, p. 29. Copyright 1991 by Scientific Methods, Inc. Reproduced by permission of the owners.

Team management (9,9) often is considered the most effective style and is
recommended because organization members work together to accomplish tasks.
Country club management (1,9) occurs when primary emphasis is given to people
rather than to work outputs. Authority-compliance management (9,1) occurs
when efficiency in operations is the dominant orientation. Middle-of-the-road

management (5,5) refl ects a moderate amount of concern for both people and
production. Impoverished management (1,1) means the absence of a leadership
philosophy; leaders exert little effort toward interpersonal relationships or work
accomplishment. Consider these examples:

IN THE LEAD TruServ and North Jackson Elementary School
When Pamela Forbes Lieberman learned that her subordinates called her the dragon
lady, she embraced the moniker and hung a watercolor of a dragon in her offi ce.
Lieberman makes no apologies for her hard-driving management style. Her emphasis
on tough goals and bottom-line results is helping to restore the health of hard-
ware cooperative TruServ, which supplies inventory to True Value hardware stores.
As soon as Lieberman became CEO, she began slashing costs and setting tough
performance targets. “If [people] succeed, they will be rewarded, but if they don’t,
then we’re going to have to look for new people sitting in their chairs,” Lieberman
says. Despite her hard-nosed approach, Lieberman also believes in the importance
of keeping morale high. She’s been known to join in karaoke nights, and she uses