What is the Managerial Grid?
The Managerial Grid (later renamed the Leadership Grid) is a leadership model introduced by Robert Blake and Jane Mouton in 1964. It rates a leader's concern for production (horizontal axis) and concern for people (vertical axis) on a scale of 1 to 9 each, placing the leader somewhere on an 81-square grid. It's a classic example of behavioral leadership theory, which looks at what leaders do rather than their inborn traits.
The five leadership styles
| Style (grid position) | What it looks like |
|---|---|
| Impoverished (1,1) | Low concern for both; does the bare minimum |
| Country club (1,9) | Keeps people happy and comfortable, but results suffer |
| Authority-compliance (9,1) | Efficiency and output first; people are there to follow orders |
| Middle-of-the-road (5,5) | Balances output and morale through compromise |
| Team management (9,9) | High performance through committed, collaborative people; seen as the ideal |
Blake and McCanse (1991) later added paternalism/maternalism (rewarding loyalty, punishing dissent) and opportunism (switching styles for personal gain).
How does it relate to other behavioral studies?
The grid builds on the Ohio State studies (initiating structure vs. consideration) and the Michigan studies (job-centered vs. employee-centered), arguing that leaders can score high on both dimensions at once. It pairs well with McGregor's Theory X and Theory Y, which looks at managers' assumptions about people.
Critiques and uses
Critics point out there's little hard evidence that 9,9 is the best style in every situation (Northouse, 2019). That gap helped spark situational models like Hersey and Blanchard's situational leadership. Still, the grid remains a popular self-assessment tool in management training and a staple of business, public administration and nursing management courses.
FAQ
- Is the Managerial Grid a situational theory?
- No. It's a behavioral theory that sorts leadership styles and treats team management (9,9) as best across the board.
- Why isn't middle-of-the-road (5,5) ideal?
- Because it settles for "good enough" on both concerns instead of pushing either to its highest level.
Sources reviewed: 2026-10-25
References
- Blake, R. R., & Mouton, J. S. (1964). The Managerial Grid: Key Orientations for Achieving Production through People. Houston, TX: Gulf Publishing.
- Blake, R. R., & McCanse, A. A. (1991). Leadership Dilemmas—Grid Solutions. Houston, TX: Gulf Publishing.
- Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Thousand Oaks, CA: SAGE.