The Blake and Mouton Managerial Grid Leadership Self Assessment Questionnaire quad where the two lines intersect is the leadership style, in this case
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[PDF] The Blake and Mouton Managerial Grid Leadership Self
The Blake and Mouton Managerial Grid Leadership Self Assessment Questionnaire quad where the two lines intersect is the leadership style, in this case
[PDF] Blake Mouton s Leadership Style Questionnaire - Florida Library
Blake Mouton ' s Leadership Style Questionnaire Below is a list of statements about leadership behavior Read each one carefully, then, using the following
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style de leadership et la performance organisationnelle, ainsi Productivité (Pro- Quiz) De ce plan, Blake et Mouton ont fait ressortir cinq styles de leadership
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VI- BLAKE et MOUTON : la grille managerielle V- HERSEY et BLANCHARD: le leadership situationnel Partie -2- Test Quel genre de chef avez-vous ?
[PDF] PRESENTATION DE LA GRILLE DE BLAKE ET MOUTON
Rober R Blake, médecin et Jane S Mouton, psychologue effectuent des travaux de Le style 1,1 correspond à la gestion appauvrie : laisser aller, laisser faire Ce leader est à la fois très peu concerné par la rentabilité et la production que
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1- A partir de votre expérience, et de l'idée que vous vous faites de votre style de direction, placez-vous sur la grille à 81 cases de BLAKE MOUTON 2- Répondez 1- Analysez la position donnée par le test et comparez-la à celle que vous
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established hypotheses leadership style was determined that maches to the The leadership network (Blake and Mouton, 1985; Blake and McCanse, 1991) The poor leader (1 1) Before the test six hypotheses were seted, whose credibility
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Creative Property of The Vision Council
The Blake and Mouton Managerial Grid
Leadership Self Assessment Questionnaire
Below is a list of statements about leadership behavior. Read each one carefully, then, using the following scale, decide the extent to which it actually applies to you. For best results, answer as truthfully as possible. never sometimes always0 1 2 3 4 5
1. _______ I encourage my team to participate when it comes decision-making time and I try to
implement their ideas and suggestions. 2. _______ Nothing is more important than accomplishing a goal or task.3. _______ I closely monitor the schedule to ensure a task or project will be completed in time.
4. _______ I enjoy coaching people on new tasks and procedures.
5. _______ The more challenging a task is, the more I enjoy it.
6. _______ I encourage my employees to be creative about their job.
7. _______ When seeing a complex task through to completion, I ensure that every detail is accounted
for.8. _______ I find it easy to carry out several complicated tasks at the same time.
9. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and
then putting what I have read into action.10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.
11. _______ I manage my time very efficiently.
12. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees.
13. _______ Breaking large projects into small manageable tasks is second nature to me.
14. _______ Nothing is more important than building a great team.
15. _______ I enjoy analyzing problems.
16. _______ I honor other people's boundaries.
17. _______ Counseling my employees to improve their performance or behavior is second nature to me.
18. _______ I enjoy reading articles, books, and trade journals about my profession; and then
implementing the new procedures I have learned.Creative Property of The Vision Council
Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:People
Question
1.______
4.______
6.______
9.______
10.______
12.______
14.______
16.______
17.______
TOTAL ________
X 0.2 = ________
(Multiply the Total by 0.2 to get your final score) TaskQuestion
2.______
3.______
5.______
7.______
8.______
11.______
13.______
15.______
18.______
TOTAL ________
X 0.2 ________
(Multiply the Total by 0.2 to get your final score)Matrix Section
Plot your final scores on the graph below by drawing a horizontal line from the approximate peoplescore (vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task
score on the horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of intersection is the leadership dimension that you operate out of.Creative Property of The Vision Council
Example
The above sample shows score of 4 in the people section and a score of 6 in the task section. The quad where the two lines intersect is the leadership style, in this case -- Authoritarian section.Creative Property of The Vision Council
The Results
This chart will give you an idea of your leadership style. But, like any other instrument that attempts
to profile a person, you have to take in other factors, such as, how your peers and employees rate you as a leader, do you get your job done, do you take care of your employees, are you helping to "grow" your organization, etc. You should review the statements in the survey and reflect on the low scores by asking yourself, "If I scored higher in that area, would I be a more effective leader?" And if the answer is yes, then it should become a personal action item. Authoritarian Leader (high task, low relationship) People who get this rating are very much task oriented and are hard on their workers (autocratic).There is little or no allowance for cooperation or collaboration. Heavily task oriented people display
these characteristics: they are very strong on schedules; they expect people to do what they are told without question or debate; when something goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to prevent it; they are intolerant of whatthey see as dissent (it may just be someone's creativity), so it is difficult for their subordinates to
contribute or develop.Team Leader (high task, high relationship)
This type of person leads by positive example and endeavors to foster a team environment in which all team members can reach their highest potential, both as team members and as people. They encourage the team to reach team goals as effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They normally form and lead some of the most productive teams.Country Club Leader (low task, high relationship)
This person uses predominantly reward power to maintain discipline and to encourage the team to accomplish its goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This inability results from fear that using such powers could jeopardize relationships with the other team members.Impoverished Leader (low task, low relationship)
A leader who uses a "delegate and disappear" management style. Since they are not committed to either task accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach themselves from the team process by allowing the team to suffer from a series of power struggles. The most desirable place for a leader to be along the two axis at most times would be a 9 on task and a 9 on people -- the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the other three to be used at times. For example, by playing theImpoverished Leader, you allow your team to gain self-reliance. Be an Authoritarian Leader to instill
a sense of discipline in an unmotivated worker. By carefully studying the situation and the forces affecting it, you will know at what points along the axis you need to be in order to achieve the desired result.quotesdbs_dbs26.pdfusesText_32