According to the Leadership Grid system, the most effective leadership style is

The Managerial Grid, a book authored by Robert Blake and Jane Mouton in the 1960s, does an excellent job of plotting the degree of person-centeredness versus task-centeredness by identifying five combinations of distinct leadership styles.

Five Leadership Styles of the Blake Mouton Managerial Grid:

• Country Club Leadership (High People/Low Production)
  This type of leader lacks direction and control. The result is a work environment that is very relaxed and fun, but production suffers.
• Produce or Perish Leadership (High Production/Low People)
  This type of leader is very autocratic, has strict work rules, policies, and procedures, and views punishment as the most effective means to motivate employees.
• Impoverished Leadership (Low Production/Low People)
  This type of leader is mostly ineffective. He/she has neither a high regard for creating systems for getting the job done, nor for creating a work environment that is satisfying and motivating. The result is a place of disorganization, dissatisfaction and disharmony.
• Middle-of-the-Road Leadership (Medium Production/Medium People)
  This type of leader settles for average performance and often believes that this is the most anyone can expect.
• Team Leadership (High Production/High People)
  According to Blake and Mouton’s model, this is the pinnacle of managerial style. This type of leader places production needs and the needs of the people equally. When employees are committed to, and have a stake in the organization’s success, their needs and production needs coincide. This creates a team environment, which leads to high satisfaction and motivation and, as a result, high production.

By plotting “concerns for production” against “concerns for people,” The Managerial Grid explains how placing too much emphasis in one area at the expense of the other leads to low overall productivity.

Faith Technologies’ innovative productivity program recognizes its people as the most critical ingredient to its success, yet still works to increase productivity by fully engaging the “brainpower” of the experts – our field employees – in our business every day. Other companies must have that same balance to be effective.

Robert Blake and Jane Mouton developed another theory called the Leadership Grid, focusing on production/relationship orientations uncovered in the Ohio State and Michigan University studies. They went a little further by creating a grid based on Leaders' concern for people (relationships) and production (tasks).

The grid combines "concern for production" with "concern for people" and presents five alternative behavioral styles of leadership. An individual who emphasized neither production was practicing "impoverished management" according to the grid. If a person emphasized concern for people and placed little emphasis on production, he was terms a "country-club" manager.

Conversely, a person who emphasized a concern for production but paid little attention to the concerns of subordinates was a "task" manager. A person who tried to balance concern for production and concern for people was termed a "middle-of-the-road" manager.

Finally, an individual who was able to simultaneously exhibit a high concern for production and a high concern for people was practicing "team management." According to the prescriptions of the grid, team management was the best leadership approach. The Managerial Grid became a major consulting tool and was the basis for a considerable amount of leadership training in the corporate world (Encyclopedia of Management, 2009).

You can find the Leadership Grid at the http://openlearn.open.ac.uk/file.php/2338/T205_2_010i.jpg

In addition to these previously described five alternative behavioral styles of leadership, Blake and his colleagues identified two other styles that incorporate multiple aspects of the grid:

• Paternalism/Maternalism
• Opportunism

Paternalism/Maternalism refers to a leader who acts graciously but does so for the purpose of goal accomplishment. The leader of this style treats people as of they were dissociated from the task (Northouse, 2007, p.75).

Opportunism refers to a leader who acts using any combination of the basic five styles for the purpose of personal advancement. 

It is believed that a person usually has a dominant grid style, which she/he uses in most situations, and backup style. The backup style is what the leader reverts to when under pressure, when the usual way of accomplishing things does not work (Northouse, 2007, p.76).

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