Leadership Models: Managerial Grid and Team Management

This report delves into effective leadership models, primarily focusing on the managerial grid as a framework for understanding leadership styles. The essay examines the two key dimensions of the grid: concern for people and concern for production, and how they influence team management. It emphasizes the benefits of integrating emotional intelligence with team management to foster organizational success, highlighting the importance of attributes such as trust, loyalty, and confidence. The report contrasts the team management approach with a traditional autocratic approach, advocating for the former's ability to enhance team performance and achieve organizational goals. It discusses the importance of emotional intelligence in leadership, including self-awareness, self-management, and social awareness, and how these elements contribute to effective leadership. The report also provides examples of how emotional intelligence can be applied in conflict resolution and team dynamics, and concludes by highlighting the critical role of emotional intelligence and team management in achieving long-term organizational success. Finally, it references the role of visible and invisible skills for a high-performing team.

Introduction
This essay brings out a discussion on effective emerging leadership model. This essay
discusses on managerial grid as a leadership model. This model mainly emphasis on team
management that is concerned with people as well as productivity. This model helps to
analyse own leadership style with the help of grid training. This is concerned with two main
dimensions of leadership that is a concern for people on its vertical axis and concern for
production on its horizontal axis. Further, the essay describes the benefits of using the team
management embedded and integrated with Emotional intelligence and until what extend it
lead to organisational success. Finally, a traditional approach, which the organisation was
following, has be described and further, management grid will help the organisation to
achieve the success (Thomas, Allyn, Wagner, Hodges, and Streitmatter, 2018).
Leadership model in the organisation
According to Blake and Mouton, managerial grid model has two behavioural dimensions
such as concern for people and concern for productivity. The first concern is the degree to
which a leader has to consider the wants of the team members, their areas of personal
development, and their interests while accomplishing the organisational goals. On the other
hand, concern for production is a degree to which a leader can focus on concerting the
objectives, high productivity, and organisational efficiency when it decides how to
accomplish the task. It is important to understand that no particular style of leadership is best
for all the given situations, which is useful to understand which nature of dynamic business
environment can lead to development of skills. A compromise between both the approaches
can result into higher team performance but it will neither meet people`s needs nor motivate
greater performance.

(Source: Spano-Szekely, Griffin, Clavelle, and Fitzpatrick, 2016)
While considering the organisational performance, each leadership style of the managerial
cannot be adopted. Among five leadership styles under the leadership model, team
management will lead to success of the organisation by coordinating the resources and
people. While looking at the position of the team management, it is seen that it is at the edge
of high concern for people and high concern for results and productivity. According to
research scholars, team management is one of the most effective leadership. It reflects that a
leader who is passionate enough to manage his work and manage the people can get the work
done by the subordinates. A team can sound enough only if manager commit to the
organisation`s mission and goals that motivate people to report to them and equally work
harder to stretch the hard working so that they can greater performance and results. At the
same time, if they become inspiring person to the people around then only they look after
their teams. A team manager feel empowered and respected so that it can be committed to

achieve the goals. Team manager always prioritise the organisation greater performance
needs and their people needs. They often do this to make sure that team members understand
the purpose of the organisation by involving the determination needs of production. If a
leader is considerably committed to organisational success, and production needs, it needs to
inculcate some important attributes of emotional intelligence such as trust, loyalty, and
confidence. Further, it create an environment based on respect, and trust that further leads to
high satisfaction, excellent outcomes, and motivation. Team managers adopt theory X
approach of motivation style.
As narrated by some of the famous researchers, it is seen that managerial grid increases the
effectiveness of the leadership. It is said that rating of leadership and leadership effectiveness
are strongly connected to the conflict resolution methods are closely related. Several
hypothesis reveals that managerial grid was tested, the results have indicated that all five
types of leadership in the managerial grid are not effective. Some of them are very poor at
resolving problems, as it has been a poor predictor of resolving problems. By combining all
the negative points of all the leadership styles and improving them creates team management
(Hoch, Bommer, Dulebohn, and Wu, 2018). A team management emphasises on certain
principles such as inculcating emotional intelligence in one’s personality. It is important to
consider that leadership and emotional intelligence theory go together or hand in hand. This
quote defines the importance of emotional intelligence that elaborates that it is the capability
of the leader to have strong understanding, discriminate them from one another, and finally
use the information in order to guide thinking and actions. It is a way of finding, recognising,
choosing and understanding how the subordinates feel and understand by the leader`s actions
(Ma, and Tsui, 2015). A team always expects an excelling team leader someone who keep
calm by assuring demeanour and he can control all the dynamic conditions of business so that
one can excel in the performance. A leader should be a compassionate listener, kind speaker,

clear approach, right informative decision. These attributes have high level of emotional
intelligence. The main objective of the leader accomplished with emotional intelligence
ensures that everyone is happy while working. For example- A supplier did not send lot of
material and the retailer has already had the deal it with the customers to sell it to them. A
leader became angry due to late delivery and customer dissatisfaction (Learmonth, 2018). By
the time, from somewhere from the newspaper and one of his friend, he came to know she is
no more as he was suffering from breast cancer. Although, the leader is right at his point as
delivery was so late and it lead to customer dissatisfaction. However, the leader apologised in
front of the team and went to his home. A psychologist helps to make emotional intelligence
as popular presented with four elements- self-awareness, social management, social skills,
and self-awareness. Self-awareness leads to self-confidence, emotional awareness, and
accurate self-assessment. Social awareness considers empathy, organisational awareness, and
understanding of the environment. Self-management considers self-control activities such as
adaptability, drive, motivation, trustworthiness, and initiative. Social skills include
inspirational leadership, influence, building bonds, teamwork, and collaboration (Liden,
Wayne, Meuser, Hu, Wu, and Liao, 2015). Self-awareness is how much one understand the
self-such as strengths and weaknesses as a leader. You understand your own emotion then
identify the impact on oneself in the team that is a path to humility and that facet is most
needed in leadership. The second element is self-management that is being in control of what
is said. A leader should avoid temptation that can make rushed decisions, that is in the charge
of the actions reducing the risk of compromising the values. Another aspect is to nurture in
the element is to show the drive to succeed and passionately apply trustworthiness and
leading them to adapt to changes so that the organisational objectives can be achieved and
initiative to take actions and think faster and act according to situation in order to apply
creativity and innovation in order to solve the problems. The third element is related to social

awareness, which is an ability of a leader to comprehend the emotions and draw a good
apprehension of emotions and connecting it them empathy. It is to understand and to remain
truthful with the completed the demand (Lee, and Chelladurai, 2018).
In such a dynamic environment of life uncertainty, it is important to integrate emotional
intelligence with the leadership models used in the organisation. The impact of EI is
important in the teams. In this era, there is a growing use of teamwork. Team is considered as
a building block of the flexible organisation. There is an underlying belief that by engaging
different set of people with diverse skills that will bring creativity in the organisation this
belief system is reflected only if current interest promotes diversity as it is underlyi8ng fact
that it is difficult to manage the emotions of the subordinates. Team management should
build stronger bond between them so that EI can be easily embedded in the system (Thomas,
2016). For example- with the help of emotional intelligence, a leader can say resolve conflicts
between two subordinates by calling them personally one by one and discussing with them
and satisfying them in their own way. Team member must share and equally integrate
different perspective so that it can reach to a creative decision. For example- while focusing
on creativity with several perception, it can be said that it is difficult to manage arguments
raised between team. Through this, organisations can become high performing teams (Seto,
and Sarros, 2016). Without EI, A leader focuses on general performance, academic
performance, and job performance whereas an EI enabled leader can emotional performance
and also conduct attitude tests in order to get closer relationship between outcomes for
example- a relationship between a leader and a follower, other more relevant emotions. Team
member exchanges and quality relationships is being enhanced through EI of the leaders that
have argued with the similar lines that can further enhance the relationship with the team
settings (Garg, Rana, Jain, and Jain, 2018).

Certain researchers and experts have brought out noting factors such as purpose, team design,
membership, characteristics, task requirement as being a part of determinants of interactions
and team norms. Experts have concluded behaviour of the team member will affect social
structures. It is responsible for shaping the actions of the team members with accordance with
the established teams. It is more likely to the teams are volatile in terms of norms as soon as
their managing is related to emotionally intelligent in the team (Cho, Yi, and Choi, 2018).
The reason is that this is the capacity of the individual capacity at emotional level to reinforce
learnings among the new team members. This managerial grid model include both the aspects
IQ (visible skills) and invisible skills visible skills include technical skills, team skills and the
generic skills. Invisible skills includes a skill set that is composed of tangible and measurable
and it is comprised of EI that is a skill, a less tangible and difficult to measure. It is important
to combine both the aspects of visible and invisible skills that are required to develop and
maintain a high performing team (Spano-Szekely, Griffin, Clavelle, and Fitzpatrick, 2016).
In order to compare both the leadership theories, one of them is contemporary theory, which I
follow in my organisation and other model, is the managerial grid that prioritizes team
management and the contemporary is the autocratic leadership. EI aligned with the team
management recognises emotions, mood, drivers, and also their effect. It is highly linked with
the success of the team such as it inculcates productive team skills, controlling emotions to
understand the effect of the emotion of the team (Shah, Mahmood, and Shah, 2016). It
elaborates promoting psychological health that includes self-confident, happy disposition,
self-awareness to direct the control and redirect disruptive moods, and using the emotions to
facilitate progress of the project. On the other hand, it can be said that servant leadership does
not promote creativity and innovation as the leader treats its subordinates as their slaves. It
take longer time to take decisions as a corporation has different perspective and slow
implementation process can be costly standpoint. It is more of self-serving sand living for

oneself without benefiting the people working around the leader (Taucean, Tamasila, and
Negru-Strauti, 2016).
Conclusion
From the above discussion, it can be concluded that in dynamic and mood swinging world, it
is important to integrate EI and team management that lead the organisation to achieve
success in long run. Among both the leadership, servant leadership as well as managerial grid
that includes team management, it is undoubted to say that team management is more
effective.

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