The Management Grid A particular approach to the idea of ​​leadership style is provided by ROBERT R. Blake and JANE S. Mouton. The Blake and Mouton management grid shown in the figure below reflects a common theme in many approaches to leadership. The theme is that effective leadership requires attention to both tasks and people. We saw the theme in the Ohio State leader's behavioral dimensions related to structure and initial considerations. Likert also develops this theme in his thematic research when discussing work- and employee-centered supervision. The 9.9 style represents the best of the world's high concern for people and high concern for production. It is not always the best style, however, because the particular leader-follower interaction situation may require something less than 9.9 styles. THE LEADERSHIP STYLE Laissez-faire democratic autocratic 1. All determination of policy by the leader. 1. all policies are the subject of group discussion and decision, encouraged and assisted by the leader. 1. complete freedom of individual or group decision, with a minimum of participation from the leader.2. Techniques and phases of activity dictated by authority, one at a time, so future steps were always largely uncertain. 2. Perspective of the business gained during the discussion period. General steps to achieve the group's goal are outlined and, where technical advice is needed, the leader suggests two or more alternative procedures from which a choice can be made. 2.various materials provided by the leader making it clear that he will provide information when requested. Takes little part in business discussions.3. The leader usually dictates the particular work task and work partner of each member. 3. Members are free to work whoever they want. He found that "supervisors with the best performance records focus primarily on the human aspects of their subordinates' problems and on attempting to build effective work teams with high-performance goals." These supervisors were called “employee-centered.” Other supervisors who maintained constant pressure on production were described as “work-focused” and were more often found to have low-production sections. Likert also found that high-producing supervisors “make it clear to their subordinates what the goals are and what needs to be achieved and then give them the freedom to do the work.” Therefore, he found that general rather than close supervision tended to be associated with high productivity. The implication throughout Likert's writings is that the ideal and most productive leader behavior for the industry is employee-centered or democratic..