Abstract
Managerial styles are often discussed in terms of the leadership abilities of the manager. One of the contemporary methods of determining effective leadership is the managerial grid developed by Blake and Mouton. Using a style assessment instrument based upon the managerial grid, leadership, or managerial, styles of the executives of an urban police agency are analyzed and discussed. Differences are noted between the overall primary style of the executives and their primary style in separate managerial activities. There is a tendency among the executives to move from the most desirable grid style (9/9) during the "thinking" (i.e., philosophy of management and planning and goal setting) phases of management to either task-or person-oriented (9/1 or 1/9) approaches during the "acting" phases (i.e., implementation and evaluation).
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