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QUESTION 
The managerial grid
 
Here are some statements about a manager's approach to meetings. Which position on Blake and 
Mouton's grid do you think each might represent? 
(a) 
I attend because it is expected. I either go along with the majority position or avoid expressing my 
views. 
(b) 
I try to come up with good ideas and push for a decision as soon as I can get a majority behind 
me. I don't mind stepping on people if it helps a sound decision. 
(c) 
I like to be able to support what my boss wants and to recognise the merits of individual effort. 
When conflict rises, I do a good job of restoring harmony. 
 EXAM FOCUS POINT 
The positions on Blake and Mouton's grid are a likely source of examination questions. 
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CHAPTER 11
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LEADING AND MANAGING PEOPLE 
 
311 
ANSWER 
(a) 
1.1: low task, low people (c) 
1.9: high people, low task 
(b) 
9.1: high task, low people 
 
5.2.4 Limitations of style approaches 
Perhaps the most important criticism of the style approach is that it does not consider all the variables 
that contribute to the practice of effective leadership. 
(a) 
The manager's personality (or 'acting' ability) may simply not be 
flexible 
enough to utilise different 
styles effectively. 
(b) 
The demands of the task, technology, organisation culture and other managers 
constrain 
the 
leader in the range of styles effectively open to them. (If their own boss practices an authoritarian 
style, and the team are incompetent and require close supervision, no amount of theorising on 
the desirability of participative management will make it possible …) 
(c) 
Consistency
is important to subordinates. If a manager adapts their style to changing situations, 
they may simply perceive him to be fickle, or may suffer insecurity and stress. 
In practice, it is often noted that there is no simple solution that an individual manager can use to 
decide which style to adopt to be most effective. 
It is the consideration of this wide set of variables that has led to the development of the contingency 
approach to leadership. 
5.3 Contingency approaches to leadership 
In essence, contingency theory sees effective leadership as being dependent on a number of variable or 
contingent factors. There is no one right way to lead that will fit all situations. The ability of a manager 
to be a leader, and to influence their subordinate work group, depends on the particular situation and 
will vary from case to case.
Leaders need to adapt their style to the needs of the team and situation. This is the basis of