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Managerial Grid Survey: Never Sometimes Always 0 1 2 3 4 5

This document contains a managerial grid survey to assess leadership style. Respondents rate themselves on statements about tasks and people skills. Their scores are plotted on a grid to determine their predominant style as Authoritarian, Country Club, Team Leader, Impoverished, or Middle of the Road. An Authoritarian style focuses on tasks over people, while a Country Club style focuses on people over tasks. The ideal is a Team Leader style with high scores in both tasks and people. The survey provides insight but should consider other factors like employee ratings and job performance.

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obliv11
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57 views

Managerial Grid Survey: Never Sometimes Always 0 1 2 3 4 5

This document contains a managerial grid survey to assess leadership style. Respondents rate themselves on statements about tasks and people skills. Their scores are plotted on a grid to determine their predominant style as Authoritarian, Country Club, Team Leader, Impoverished, or Middle of the Road. An Authoritarian style focuses on tasks over people, while a Country Club style focuses on people over tasks. The ideal is a Team Leader style with high scores in both tasks and people. The survey provides insight but should consider other factors like employee ratings and job performance.

Uploaded by

obliv11
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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Managerial Grid Survey

Below is a list of statements about leadership behavior. Read each one carefully, then, using the following scale,
decide the extent to which it actually applies to you. For best results, answer as truthfully as possible.

never
0

sometimes
2
3

always
5

1. _______ I encourage my team to participate when it comes decision making time and I
try to implement their ideas and suggestions.

2. _______ Nothing is more important than accomplishing a goal or task.

3. _______ I closely monitor the schedule to ensure a task or project will be completed in
time.

4. _______ I enjoy coaching people on new tasks and procedures.

5. _______ The more challenging a task is, the more I enjoy it.

6. _______ I encourage my employees to be creative about their job.

7. _______ When seeing a complex task through to completion, I ensure that every detail
is accounted for.

8. _______ I find it easy to carry out several complicated tasks at the same time.

9. _______ I enjoy reading articles, books, and journals about training, leadership, and
psychology; and then putting what I have read into action.

10. _______ When correcting mistakes, I do not worry about jeopardizing relationships.

11. _______ I manage my time very efficiently.

12. _______ I enjoy explaining the intricacies and details of a complex task or project to my
employees.

13. _______ Breaking large projects into small manageable tasks is second nature to me.

14. _______ Nothing is more important than building a great team.

15. _______ I enjoy analyzing problems.

16. _______ I honor other people's boundaries.

17. _______ Counseling my employees to improve their performance or behavior is second


nature to me.

18. _______ I enjoy reading articles, books, and trade journals about my profession; and
then implementing the new procedures I have learned.

Scoring Section
After completing the Questionnaire, transfer your answers to the spaces below:

People

Task

Question

Question

1.______

2.______

4.______

3.______

6.______

5.______

9.______

7.______

10.______

8.______

12.______

11.______

14.______

13.______

16.______

15.______

17.______

18.______

TOTAL ________

TOTAL ________

X 0.2 = ________

X 0.2 ________

(multiple the Total by 0.2 to get your final score)

(multiple the Total by 0.2 to get your final score)

Instructions:
1.

Transfer your answers to the two respective columns provided in the scoring section. Total the
score in each column and multiply each total by 0.2. For example, in the first column (People), if
the learner answered 5, 3, 4, 4, 3, 2, 5, 4, 3 then his or her final score is = 33 X 0.2 = 6.6.

2.

The total score for the fist column (people) is plotted on vertical axis in the matrix section,
while the total score for the second column (Task) is plotted on the horizontal axis. For a sample,
see Example. Finally, intersect the lines to see in what leadership dimension you normally operate
out of:
o

Impoverished Management

Authoritarian Management

Socialite (aka Country Club Management)

Team Leadership

Middle-of-the-Road Management

Matrix Section
Plot your final scores on the graph below by drawing a horizontal line from the approximate people score
(vertical axis) to the right of the matrix, and drawing a vertical line from the approximate task score on the
horizontal axis to the top of the matrix. Then, draw two lines from each dot until they intersect. The area of
intersection is the leadership dimension that you operate out of.

Example

The above sample shows score of 4 in the people section and a score of 6 in the task section. The quad
where the two lines intersect is the leadership style, in this case -- Authoritarian section.

The Results
This chart will give you an idea of your leadership style:
o

Impoverished (1,1 to 4,4): weak on both tasks and people skills

Authoritarian (people - 1 to 4 and task - 5 to 9): strong on tasks, weak on people skills

Socialite (people - 5 to 9 and task 1-4): strong on people skills, weak on tasks

Team Leadership (6,6 to 9,9): strong on both tasks and and people skills

Middle-of-the-Road (5,5): in the middle of the chart, but with more experience and skills
can display good team leadership

However, like any other instrument that attempts to profile a person, you have to take in other factors,
such as, how your manager and employees rate you as a leader, do you get your job done, do you take
care of your employees, are you helping to grow your organization, etc.
You should review the statements in the survey and reflect on the low scores by asking yourself, If I
scored higher in that area, would I be a more effective leader? And if the answer is yes, then it
should become a personal action item.

Most people fall somewhere near the middle of the two axis Middle of the Road. But, by going to the extremes,
that is, people who score on the far end of the scales, we come up with four types of leaders:

Authoritarian strong on tasks, weak on people skills

Country Club strong on people skills, weak on tasks

Impoverished weak on tasks, weak on people skills

Team Leader strong on tasks, strong on people skills

The goal is to be at least in the Middle of the Road but preferably a Team Leader that is, to score at least
between a 5,5 to 9,9. In addition, a good leader operates at the extreme ends of the two scales, depending upon the
situation.

Authoritarian Leader (high task, low relationship)


Leaders who get this rating are very much task oriented and are hard on their workers (autocratic). There is little or
no allowance for cooperation or collaboration. Heavily task oriented people display these characteristics: they are
very strong on schedules; they expect people to do what they are told without question or debate; when something
goes wrong they tend to focus on who is to blame rather than concentrate on exactly what is wrong and how to
prevent it; they are intolerant of what they see as dissent (it may just be someone's creativity), so it is difficult for their
subordinates to contribute or develop.

Team Leader (high task, high relationship)


These leaders lead by positive example and endeavor to foster a team environment in that all team members can
reach their highest potential, both as team members and as people. They encourage the team to reach team goals as
effectively as possible, while also working tirelessly to strengthen the bonds among the various members. They
normally form and lead some of the most productive teams.

Country Club Leader (low task, high relationship)


These leaders predominantly use reward power to maintain discipline and to encourage the team to accomplish its
goals. Conversely, they are almost incapable of employing the more punitive coercive and legitimate powers. This
inability results from fear that using such powers could jeopardize relationships with the other team members.

Impoverished Leader (low task, low relationship)


These leaders use a delegate and disappear management style. Since they are not committed to either task
accomplishment or maintenance; they essentially allow their team to do whatever it wishes and prefer to detach
themselves from the team process by allowing the team to suffer from a series of power struggles.
The most desirable place for a leader to be along the two axes at most times would be a 9 on task and a 9 on people
the Team Leader. However, do not entirely dismiss the other three. Certain situations might call for one of the
other three to be used at times. For example, by playing the Impoverished Leader, you allow your team to gain selfreliance. Be an Authoritarian Leader to instill a sense of discipline in an unmotivated worker. By carefully studying the
situation and the forces affecting it, you will know at what points along the axes you need to be in order to achieve the
desired result.

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