Managerial Grid Essay Example

involved. The outcome of this type of leadership and management is disorderly, and positive results are rarely achieved (ibid). As the name implies, this is the least effective style of leadership or management. In a short amount of time, the organization will deteriorate under this laissez-faire management approach. Consequently, even a security manager would avoid implementing this style.

The security firm will be as disorderly as any state of insecurity that they need to deal with. Typically, trust and confidence are not present in such circumstances. According to Country Club Management (1, 9), there is a strong emphasis on people rather than tasks. This scenario is uncommon and only applicable to social clubs (ibid).

This leadership style can have catastrophic consequences when the leader needs to enforce disciplinary actions on employees who display deviant behavior. This is because the leader relies heavily on reward power to maintain discipline (Singh, 2009). Additionally, this leader is fearful of jeopardizing their friendship with team members. However, this leadership style is not suitable for a security manager.

It is strongly advised against using the Team management style, unless there are serious issues that need immediate attention from management, such as demands for higher pay or threats of a strike or go-slow. According to Middle of the Road (5, 5), the emphasis on tasks or people depends on the leader's ability to understand and respond to the situation. Kondlar (2009:p.276) believes that this style can achieve satisfactory results, maintain high worker morale, and meet production requirements. Given the difficult nature of the security officer's job and the importance of keeping their team satisfied, they should utilize this style. The Managerial Grid graphically represents

this concept.

In this essay, we will explore the similarities and differences between the Management Grid and the Situational Leadership Model. According to Martin (2005: p.295), the Situational Leadership Model assumes that a leader is capable and willing to adjust their leadership approach based on the group's readiness level and their orientation towards task and relationship dimensions. This model identifies two key behaviors of leadership: task behavior and relationship behavior. Similarly, Fred, Lunenburg, and Ornstein (p.143) define Task Behavior as a one-way communication approach where the leader provides instructions on what tasks each subordinate should perform, along with details on when, where, and how to complete them. This style aligns closely with the Task Management concept in the Management Grid, exhibiting authoritarian tendencies.

The subordinate's ability to realize their full potential is not allowed in Team Management, which is in stark contrast to Situational Leadership. In this leadership style, a skilled leader engages in two-way communication by providing socio-emotional support, psychological strokes, and facilitating behaviors (Fred et al, p.143). This behavior enables subordinates to freely express themselves and strive for their full potential while fulfilling their responsibilities. Situational Leadership exhibits a higher level of behavior compared to Country Club Management. It yields similar results to Team Management and Middle of the Road Management, ensuring increased productivity and greater satisfaction among subordinates.

Overall, it appears that the leadership style will differ depending on the situation. As a result, even a security leader will find it necessary to adopt the most efficient model in their role.