This style has a high concern for people and a low concern for production. The accommodating (previously, country club) style (1,9): yield and comply.The main concern for the manager is not to be held responsible for any mistakes, which results in less innovation decisions. Managers use this style to preserve job and job seniority, protecting themselves by avoiding getting into trouble. In this style, managers have low concern for both people and production. The indifferent (previously called impoverished) style (1,1): evade and elude.The resulting leadership styles are as follows: The model is represented as a grid with concern for production as the x-axis and concern for people as the y-axis each axis ranges from 1 (Low) to 9 (High). In 1999, the grid managerial seminar began using a new text, The Power to Change. The theory was updated with two additional leadership styles and with a new element, resilience. The grid theory has continued to evolve and develop. The optimal leadership style in this model is based on Theory Y. This model originally identified five different leadership styles based on the concern for people and the concern for production. The managerial grid model or managerial grid theory (1964) is a style leadership model developed by Robert R.
