Management by Grid® Principles or Situationalism: Which?

Abstract

Leadership theory has been conceived in two different and incompatible ways. Hersey and Blanchard's analysis entails arithmetic combinations of the task and people variables, whereas Blake and Mouton's approach involves znteraction of the two. Examined in this way, Hersey and Blanchard's model eliminates a "9,9" or "one-best-way" orientation. When 9,9 options were added to this model, managers and mental health experts uniformly chose the 9,9 alternative and rejected situationally prescribed answers. This generalization held for all maturity levels. This fundamental difference in how leadership is conceived is then used to reinterpret major leadership research since World War II. Instruments based on adding magnitudes of variables, such as Fleishman, Reddin, and Hersey and Blanchard, among others, have shown no validity from an empirical standpoint, whereas instruments based on an interaction of variables—such as those by Likert, Argyris, and Blake and Mouton—have consistently demonstrated predictive validity. This paper provides a resolution for the controversy between situationalism and the onebest-style approach and indicates the validity of the latter and the lack of predictive value of the former. The physical sciences have contributed the basic knowledge from which technology has developed practical applications.

Reducing conflict-related employee strain: The benefits of an internal locus of control and a problem-solving conflict management strategy

“…Within the conflict literature, problem solving is generally seen as the most constructive conflict management strategy (Blake & Mouton, 1970, 1981Carnegie Miller, Lefcourt, Holmes, Ware, & Saleh, 1986), because of its focus on own outcomes while Á at the same time Á respecting social relationships.…”

The interaction strategies and behaviour models in conflicts of Russian construction industry

“…The basis of this test is the idea of a two-dimensional model of the conflict management [10][11][12]. This model was created by analogy with the model "managerial grid" [13]. The test-questionnaire "Conflict Resolution Methods" was built as a set of situations.…”

Principal's Leadership in Education Innovation (Case study at MTsN Model Amuntai)

“…Reference [5] lists the following weak spots of Madrasahs; (1) emphasizing matters over methodology, (2) preference to rote memorization over analysis and dialogue, (3) putting more importance to vertical over lateral way of thinking, (4) inclining the left brain over the right brain (5) teaching religious subjects atraditionally rather than rationally, and (6) overemphasizing on knowledge as final product rather than on its methodological process.…”