The Most famous and widely accepted model for trait leadership was developed by Robert Blake and

Jane Mouton in 1964.

Dr. Blake was a graduate faculty member in the school of management at the University of Texas. Up to the creation of this model his research was not that memorable. Dr. Mouton did her undergraduate in mathematics at the University of Texas, a masters degree in psychology at Florida State and then returned to Texas to finish a doctorate in psychology under Blake.

Allegedly, Blake and Mouton developed the model while consulting for Exxon but many sources state that it was based on Moutons doctoral research and Blake used his name to promote it and she went along for the ride..
The Managerial Grid is also known as the Leadership Grid. The model contends that leadership styles are defined by the blend of two kinds of behavior: concern for production and concern for people

 Concern for task or production. The leader cares little about the people and operates in fear of something going wrong. This leaders focus is on achieving results and productivity. Concern for people. This leader cares little about productivity and operates wholly from a desire to be loved and approved of.

The indifferent (previously called impoverished) style (1,1): evade and elude. In this style, managers have low concern for both people and production. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. The main concern for the manager is not to be held responsible for any mistakes, which results in less innovative decisions.

The accommodating (previously, country club) style (1,9): yield and comply. This style has a high concern for people and a low concern for production. Managers using this style pay much attention to the security and comfort of the employees, in hopes that this will increase -performance. The resulting atmosphere is usually friendly, but not necessarily very productive

The dictatorial (previously, produce or perish) style (9,1): control and dominate. With a high concern for production, and a low concern for people, managers using this style find employee needs unimportant; they provide their employees with money and expect performance in return. Managers using this style also pressure their employees through rules and punishments to achieve the company goals. This dictatorial style is based on Theory X of Douglas McGregor, and is commonly applied by companies on the edge of real or perceived failure. This style is often used in case of crisis management.

The status quo (previously, middle-of-theroad) style (5,5): balance and compromise. Managers using this style try to balance between company goals and workers' needs. By giving some concern to both people and production, managers who use this style hope to achieve suitable performance but doing so gives away a bit of each concern so that neither production nor people needs are met.

The sound (previously, team) style (9,9): contribute and commit. In this style, high concern is paid both to people and production. As suggested by the propositions of Theory Y, managers choosing to use this style encourage teamwork and commitment among employees. This method relies heavily on making employees feel themselves to be constructive parts of the company.

The opportunistic style: exploit and manipulate. Individuals using this style, which was added to the grid theory before 1999, do not have a fixed location on the grid. They adopt whichever behavior offers the greatest personal benefit.

The paternalistic style: prescribe and guide. This style was added to the grid theory before 1999 . In The Power to Change (McKee & Carlson, 1999), it was redefined to alternate between the (1,9) and (9,1) locations on the grid. Managers using this style praise and support, but discourage challenges to their thinking.

 Strengths

of all the Style Models or Theories

1. It has broadened the field of leadership research to not just focus on the traits and skills but also on the behaviors of leaders 2. It is a reliable approach because it is supported by a wide range of studies 3. The Style approach is valuable because it underscores the importance of two core dimensions of leadership behavior; task and relationship 4. It has heuristic value in that it provides us with a conceptual map that is very useful in gaining an understanding of our own leadership behaviors.