Leadership ability and Grid

Abilities: Telling the group the objectives you have been given.

Mistakes to avoid:

1. Not understanding it yourself first
2. Indistinctness or lack of clarity in briefing
3. I thought you said two inch plugs, Bill. So check understanding.

Abilities: Telling the group not only what to do, but also why

Mistakes to avoid:

Giving the reason in terms of a past event rather than the future. Why are we doing it, Jack? That’s simple. The boss told me to bloody well do it. A better answer would be: That Saudi Arabian order is vital, Jack, if we are going to achieve our market share aim in the Middle East.

Abilities: Breaking down an aim into objectives for other groups.

Mistakes to avoid:

1. Not making them specific enough.
2. Leaving parts of the aim uncovered by objectives do not add up to completing the aim.

Abilities: Agreeing the objective

Mistakes to avoid:
1. Taking things for granted. “Sorry we didn’t complete your Saudi Arabian order. Peter. I had three other rush orders on and two machines out of action. I could have told you we couldn’t do it.

Abilities: Relating aim to purpose so that you can answers the questions. Why are we doing it: in order to achieve what?

Mistakes to avoid:

1. Confusing your department’s aim with the organization’s purpose. Damn it, Henry we are in business to make the world’s best plugs.
2. Rubbish Peter, the real end is to get as big a market share as possible.

Team Leadership: Production is achieved by the integration of task and human relationship requirement. The leader’s major responsibility is to attain effective production and high morale through the participation and involvement of people in a team approach.

(People support what they help-create)

Practical Leadership: The aim is to maintain a balance between high productivity and good human relations. The leader strives to find the middle ground so as to have reasonable production with good morale.

(Be firm but fair)

Task Oriented Leadership:
Good relations are incidental to high production. The leader emphasizes production goals by focusing on the planning direction and controlling of all activities.

(Produce or perish)

Relationship Oriented Leadership: Production is incidental to good human relations. The leader focuses on the development of harmonious group relations so that work organization is pleasant.

Impoverished Leadership: Minimum influence is exerted in interaction with others. Little concern for production or people is expressed. Most activities performed are routine.

Abilities: Defining purpose and checking that aims relate to it and to each other.


1. Not doing it often enough. Come on, Peter & Henry, Windleshams is in business to produce a certain goods at a profit – a high quality product and a fair market share are both vital to the end. You are team members – not rivals!

Ability: Re-defining purpose, making it more general so as to create more aims and objectives.


1. Doing it too often. Not sensing that it has to be done. Since I became managing director of Windleshams a year age it has dawned on me that we are really in the business of equipping bathrooms. Why not make our baths for plugs?

Ability: Communicating purpose to the shop floor.


1. Using the wrong language
2. Completely by passing leaders below you
3. Relaying solely on others to do it for you.