The Managerial Grid is a matrix composed of two axes and staircase of grades and is used to evaluate the managers and guide them in the following fields:

  • How to deal with criticism.
  • Entrepreneurial spirit.
  • The ability to make decisions.
  • Skill of conflict resolution.
  • Ability to express.
  • Searching for information.
  • Dealing with problems and reaction in failure.

The first axis of the grid examines the performance of the manager in terms of the services or the goods which are provided by the institution, and the second axis refers to the performance of the manager in terms of his dealings with the employees. In each axis, there are nine degrees of evaluation through which the manager is classified according to five leadership patterns as follows:

  1. The Poor Personality: This character does not have the leadership dimension, as they are not effective or interested in employees or the services provided. This character is usually avoids the problems and trying not to be blamed or be held responsible for something wrong. The presence of such personality causes a state of chaos, dissatisfaction and fidgeting among the employees.
  2. The Familial Personality: This personality is characterized by great interest in the employees with weakness in the productivity, as the manager focuses on addressing the needs of his employees and providing their comfort. He relies on that to improve their performance. This manager can not take punitive or coercive action in accordance with the powers granted to him for fear of its impact on the positive relationship with the employees. This manager usually succeeds in creating a positive work environment, but he suffers from performance problems.
  3. The Productive Personality: This character is characterized by focusing only on the performance and production with neglecting the employees’ needs and disregarding to build positive relations with them. This manager believes in the principle that the employee gets paid in exchange for the performance of work. He often practices his administrative authority in a dictatorial and tough way. He is committed to the schedules and the deadlines and distributes the work in form of clear tasks. The need for this kind of managers appears when the institution is in a deteriorating status or in a crisis situation.
  4. The Halfway Personality: this manager equilibrates between addressing the business requirements and objectives of the institution and the needs of the employees. It is believed that this balance is the best way to improve the performance and satisfy the employees and not failing in any of the two sides.
  5. The Team Personality: this manager focuses on meeting the needs of the employees and at the same time achieving positive performance results. The manager tends to form work teams and motivate teamwork and sense of responsibility. This personality forces the employees to feel of being part of the institution and involve them in management of its orientations and objectives. The atmosphere of trust and respect leads to high satisfaction rate among the employees leading to motivate them and thereby achieve high productivity.

Some practices add a third axis to the Managerial Grid. It is the axis of motivation. Its lower grades are when the motivation of work is the fear and its higher grades when the motivation is the desire.