for

Detailed Answer.

Explanation:

Blake and Mouton’s Leadership Grid highlights five leadership styles based on two dimensions:

concern for people and concern for task. Kevin can use different styles depending on the skills of his

team and the importance of each project.

Impoverished Management (Low task/Low people)

This style shows little concern for people or performance. Kevin would provide minimal guidance or

support, essentially leaving the team to their own devices. While not usually effective, it may be

applied temporarily where staff are highly capable and self-motivated, or in less critical projects

where close oversight is not needed.

Country Club Management (High people/Low task)

Here, Kevin shows strong concern for people but little focus on results. He prioritises team harmony,

morale, and relationships. This could be used with a new or inexperienced team to build confidence

and trust, but it risks low performance if project deadlines or targets are missed.

Task Management (High task/Low people)

This style focuses heavily on performance, structure, and efficiency, with little attention to employee

needs. Kevin might use this in high-pressure procurement projects, such as negotiating urgent supply

contracts, where results are critical. However, overuse can demotivate staff and create high turnover.

Middle-of-the-Road Management (Medium task/Medium people)

This is a balanced approach where Kevin gives some attention to both people and results but does

not excel in either. It produces average performance and morale. Kevin might use this style for steady

projects with moderate importance, though it risks mediocrity if not adapted when situations

demand more.

Team Management (High task/High people)

This is considered the most effective style, where Kevin drives high performance while also

motivating and supporting his team. He involves employees in decision-making, sets challenging

goals, and encourages collaboration. For example, in strategic procurement projects, Kevin could

adopt this style to achieve strong results while also developing his team’s skills.

By switching between these styles, Kevin can match leadership behaviours to the skills of his team

and the importance of the task. For example, urgent, high-value contracts may need task

management, while long-term development projects may benefit from team management.

Conclusion:

Blake and Mouton’s grid provides five leadership styles – impoverished, country club, task-focused,

middle-of-the-road, and team management. Each has strengths and weaknesses, and Kevin’s role as

Head of Procurement is to adapt his approach depending on the project demands and the skills of his

team members. By applying situational leadership, he can ensure both high performance and team

engagement.