The board of Research at Ohio State University sought to research on various leadership behaviors existing in various settings. Initiating structure and consideration behavior emerged as the two distinct types of leadership. The latter focused looks into the needs exhibited by individuals while also developing relations whereas, the former is ensures that the task is performed accordingly. This later culminated to the development of the leadership model. Contrary to the fact that leadership based behavioral ended in the 1950s after the Michigan and Ohio state models, the emergence of the leadership grid was a clear indication that the same aspects of leadership were continually existent ( Hersey, Blanchard & Johnson, 2007 ). Initially, the leadership grid was established as a managerial grid by Robert Blake and Jane Mouton ( Hersey, Blanchard & Johnson, 2007 ). Later on in 1991, it was changed to become the leadership grid. In the course of this analysis the similarities and disparities existent between the Ohio State University leadership model and grid will be addressed.
Similarities
One of the similarities is the fact that both are based on identical leadership behaviors; though they use different terminologies to distinguish that fact ( Hersey, Blanchard & Johnson, 2007 ). It can also be observed that both the leadership model and leadership grid have a strong research basis. A similar aspect in both pertains to the fact that the idea of leadership is at times under the control of someone other than the chosen leader. A distinguishable similarity between the model and grid is the fact that the latter builds on the former through two leadership dimensions which are: Concern for people and concern for production ( Hersey, Blanchard & Johnson, 2007 ). Similarly, the market America considers the high structure and high consideration of both the leadership model and leadership grid to be the most effective in initiating production ( Hersey, Blanchard & Johnson, 2007 ). On the other hand, both the leadership model and Grid are concerned with motivation of individuals working for an organization.
Delegate your assignment to our experts and they will do the rest.
Differences
It is apparent that the leadership model was mostly applied to various aspects of leadership whereas the leadership grid appeared to be more resourceful in management. Another major difference between the two is that the leadership grid pinpoints five styles of leadership which include: country club, middle of the road, team leader, impoverished, and compliance with the authorities. Conversely, the Ohio state university model is concerned with four styles of governance ( Hersey, Blanchard & Johnson, 2007 ). The styles are as follows: low structure, low consideration, high structure along with high consideration, high structure with low consideration and low structure with high consideration ( Hersey, Blanchard & Johnson, 2007 ). Besides, it is also apparent that the leadership model was developed before the leadership grid.
Conclusion
In summary, both the Ohio State University leadership model and leadership grids are similar and different in many ways. It is apparent that the latter is a subsequent or dependent form of the former. The behaviors based on leadership between the two models are also similar. It is also mutually accepted that leadership in both is controlled by a person who is not a leader. Alternatively, the forms of leadership are different owing to the fact that leadership model is mostly based on leadership as opposed to the leadership grid which is typically focused on a management role. The latter also differs from the former since it has five leadership styles compared to the former which has only four. It can, nevertheless, be concluded that despite all the perceptions relating to both, the model and grid are contributing elements to leadership in any form of setting.
Reference
Hersey, P., Blanchard, K. H., & Johnson, D. E. (2007). Management of organizational behavior (Vol. 9). Upper Saddle River, NJ: Prentice hall.
