1. From the behavioral perspective, how would you describe Mark's leadership?
2. How did his behavior change over time?
3. In general, do you think he is more task oriented or more relationship oriented?
4. What score do you think he would get on Blake and Mouton's grid?
Mark Young is head of a painting department in a large hospital, where he oversees a crew of about 20. In previous years, Mark was very task driven. He created more efficient and cost-effective methods and procedures for painting and was initially quite strict about hiring the right painters for the job. As time passed, Mark relaxed his style, began to delegate to other crew members, and regularly socialized and joked with the painters.
The case illustrates the behavior of a leader who begins a project with high task orientation but becomes more relationship driven as the project progresses. It paints a somewhat realistic picture of a new leader, as leaders often need to drive results quickly and be task oriented in the initial stages of a project.