2 Blake Mouton Managerial Grid concern for production

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 리더십격자 모델은 수평축에 생산에 대한 관심(concern for production), 수직축에 사람에 대한 관심(concern for people)을 두고, 이 두 개의 축을 결합하여 리더의 다섯 가지 행동유형으로 분류함. High 9 8 Concern for People 7 6 Adequate organization performance is possible through balancing the necessity to get work out while maintaining morale of people at a satisfactory level 4 3 1 9, 9 Team Management : Work accomplishment is from Committed people interdependence Through a “common stake” in Organization purpose leads to relationships of trust and respect. Middle of the road management. 5, 5 5 2 Low 1, 9 Country club management : Thoughtful attention to the needs of the people for satisfying Relationships leads to a Comfortable, friendly organization Atmosphere and work tempo Impoverished management : Exertion of minimum effort to get required work done is appropriate to Sustain organization membership Low 1, 1 1 9 2 3 4 Authority-Compliance management : Efficiency in operations results from arranging conditions of work in such a way that human elements interfere to a minimum degree 9, 1 5 Concern for Results 6 7 8 High

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 가. 무관심형(1. 1 ; Impoverished) 무관심형 (1. 1)은 생산과 사람의 양쪽에 모두 최저의 관심도를 나타내는 것으로, 이러한 리더는 업무에 대한 지 시만 하고 모든 것을 방치하며, 어려운 문제가 발생하면 피해버리는 리더십 유형. Definition • Minimal effort exerted to get work done is appropriate to sustain organizational membership Role Focus • Leader unconcerned with both task and interpersonal relationships • 1, 1 leaders - have little contact with followers and are described as indifferent, noncommittal, resigned, and apathetic

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 나. 컨트리클럽형(1. 9 ; Countruclub) 컨트리클럽형 (1. 9)은 생산에는 관심이 없고 사람에만 관심을 보이는 것으로, 부하들의 욕구나 동기를 충족시키 면 그들이 스스로 알아서 일을 수행할 것이라는 전제에서 행해지는 리더십 유형 Definition • Thoughtful attention to the needs of people leads to a comfortable, friendly organizational atmosphere and work tempo Role Focus • Low concern for task accomplishment coupled with high concern for interpersonal relationships • De-emphasizes production; leaders stress the attitudes and feelings of people • 1, 9 leaders – try to create a positive climate by being agreeable, eager to help, comforting, noncontroversial

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 다. 권위-순응형(9. 1 ; Authority-Compliance) 권위-순응형 (9. 1)은 사람에는 관심이 없고 생산에 대해서만 관심을 보이는 것으로, 이러한 리더는 혼자서 의사결 정 을 하며, 관리의 초점도 과업목표 당성이나 생산성 제고에만 맞추므로 부하를 하나의 수단으로 취급하는 리더 십유형. Definition • Efficiency in operations results from arranging conditions of work such that human interference is minimal Role Focus • Heavy emphasis on task and job requirements and less emphasis on people • Communicating with subordinates outside task instructions not emphasized • Results driven - people regarded as tools to that end • 9, 1 leaders – seen as controlling, demanding, hard-driving & overpowering

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 라. 중간형(5. 5 ; Middle-of-the-Road) 중간형 (5. 5)은 생산과 사람 모두에 대해 중간 정도의 관심으로 보이는 것으로, 부하들의 요구에 의해 합리적으 로 목표를 설정하고, 원만한 방법으로 업무를 수행하도록 유도하는 리더십 유형. Definition Role Focus • Adequate organizational • Leaders who are compromisers; have intermediate concern for task and people performance possible who do task through balancing the • To achieve equilibrium, leader avoids conflict necessity of getting work while emphasizing moderate levels of done while maintaining production and interpersonal relationships satisfactory morale • 5, 5 leaders - described as expedient; prefers the middle ground, soft-pedals disagreement, swallows convictions in the interest of “progress”

2. 리더십 행동이론 연구 Blake & Mouton의 Managerial Grid 마. 팀형(9, 9 ; Team ) 생산과 사람의 양쪽에 모두 최고로 높은 관심을 보이는 것으로, 이러한 리더는 조직의 공동목표와 상호의존 관계 를 강조하고, 상호 신뢰 및 존중에 바탕을 둔 구성원들과의 관계와 구성원들의 몰입을 통해 과업목표를 달성하는 리더십 유형임. Definition • Work accomplished through committed people; interdependence via a “common stake” in the organization’s purpose, which leads to relationships of trust and respect Role Focus • Strong emphasis on both tasks and interpersonal relationships • Promotes high degree of participation & teamwork, satisfies basic need of employee to be involved & committed to their work • 9, 9 leaders - stimulates participation, acts determined, makes priorities clear, follows through, behaves openmindedly and enjoys working

2. 리더십 행동이론 연구 Managerial Grid 수정이론 나. 임기응변주의(opportunism) 리더십격자 모델의 다섯 가지 유형을 모두 조합하여 상황에 따라 리더십을 발휘함. 즉, 리더의 행동은 고정되어 있 는 것이 아니라 리더가 상황에 따라 적절한 유형을 선택함. Opportunism: In opportunistic management, people adapt and shift to any grid style needed to gain the maximum advantage. Performance occurs according to a system of selfish gain. Effort is given for an advantage for personal gain.

2. 리더십 행동이론 연구 전통적 리더십 행동이론의 한계 행동이론의 상관관계에 대한 대안적 해석 부하의 리더십 성과에 대한 지각이 리더의 행동평가에 영향 제 3의 변수에 의해 행동과 결과변수에 영향 리더의 행동과 결과가 상호간에 영향 2. No universal style of leadership that could be effective in almost every situation 3. Implies that the most effective leadership style is High-High style (i. e. , high task/high relationship); research finding support is limited

2. 리더십 행동이론 연구의 응용 1. Many leadership training and development programs are designed along the lines of the style approach. 2. By assessing their own style, managers can determine how they are perceived by others and how they could change their behaviors to become more effective. 3. The style approach applies to leader does. nearly everything a