Leadership Style Determination according to Robert Blake and Jane Mouton’s Managerial Grid

Abstract

Abstract The organizational development assume the unconditional support of the leadership. Over time, the researchers have developed four major behavioural theories of leadership: the trait theory, behavioural theory of leadership, situational leadership theory and integrative leadership theory. These focus on the work of leaders, what they do, what they say and what they communicate across organizational boundaries. Over time, these theories have been adapted, developed and improved according to the main objectives of the organization and each leader. The researchers in the field were those who tried to find and identify the best style of leadership, regardless of the situation they might encounter in the course of their activities. Robert Blake and Jane Mouton are among those who built the management grid. They have published more than forty articles and books that describe their theory. This management network helps to think about a manager’s leadership style and its effects on the productivity and motivation of his team. The position of a leader can be anywhere in the network, depending on the relative importance gives to the people and to the results. On the one hand, this paper analyzes the organizational development from the perspective of management, and on the other hand, after presenting the necessary explanations related to the theoretical part of the grid exemplified above, a concrete example of this grid with application in a private organization will be presented. So, the study pursued the managerial grid application and analysis on a general manager in a certified vocational training entity (AS Financial Markets Sibiu), whose managerial style could be established after a test in which he answered at 20 questions.