McGregor created Theory X and Theory Y of human work motivation and explained two styles of management known as authoritarian (Theory X) and participative (Theory Y). Theory X management assumes most people will attempt to avoid work whereas Theory Y managers trust their people to take ownership of their work.
About McGregor:
Douglas Murray McGregor (1906 – 1 October 1964) was a Management professor at the MIT Sloan School of Management and president of Antioch College from 1948 to 1954. McGregor was born in Detroit. He earned a B.E. (Mechanical) from Rangoon Institute of Technology, an A.B. from Wayne State University in 1932, and then earned an M.A. and Ph.D. in psychology from Harvard University in 1944 and 1955 respectively. His 1960 book “The Human Side of Enterprise” had a profound influence on education practices. In the book The Human Side of Enterprise, McGregor identified an approach of creating an environment within which employees are motivated via authoritative, direction and control or integration and self-control, which he called theory X and theory Y, respectively.
McGregor (1960) categorized leadership styles into two broad categories having two different beliefs and assumptions about subordinates. He called these Theory X and Theory Y.
What are Theory X and Theory Y?
This theory is an attempt to understand what actually motivates employees to go to work each day and whether people like to be independent and work hard themselves or they always need a leader to control and guide them. Whether people get great satisfaction from their work and they are proud of it or view it as a burden, and they just work as they need to work to survive. This theory tries to study this question of motivation to identify successful approaches to management.
Social psychologist Douglas McGregor developed two divergent theories on human motivation and called them as The X Theory and the Theory Y. One theory assumes that most people like working and the other contrasts that most dislike working. The management style of any manager will be strongly influenced by his beliefs and assumptions about what he thinks are the drivers of motivation for the team. If the manager believes that they dislike work, he might tend to adopt authoritarian style of management whereas the leader who assumes that employees like working will tend to adopt democratic style.
What is Theory X?
Theory X assumes that employees are naturally unmotivated and dislike working. As a result the Theory X style of leaders believes that most people dislike work and will avoid it wherever possible. Such leaders feel they themselves are a small but important group, who want to lead and take responsibility, but a large majority of people want to be directed and avoid responsibility. Therefore, this style of leadership exercises strong controls and direction and wherever necessary punish people if they do not do the work and this encourages an authoritarian style of management. If people do the work as desired, they may even get monetary or other rewards. According to this view, management must actively intervene to get things done.
This style of management assumes that workers:
What is Theory Y?
It assumes that employees are self-motivated, like working, self-motivated and take pride in getting greater responsibility. As a result, Theory Y leaders assume that people will work hard and assume responsibility if they can satisfy their personal needs and the objectives or goals of their organization. Such leaders do not sharply distinguish between the leaders and the followers in contrast to Theory X style. They feel that people control themselves within rather than being controlled by others from outside such as a leader or a manager or a supervisor. Theory Y explicates a participative style of management that is de-centralized. In Y-Type organizations, people at lower levels of the organization are involved in decision making and have more responsibility.
This style of management assumes that workers:
Comparing Theory X and Theory Y:
An effective leader needs to examine carefully their own ideas about the motivation and behavior of subordinates and others, as well as the situation, before adopting a particular style of leadership. Given below is a table explaining the contrast between Theory X and Theory Y.
Attribute |
Theory X |
Theory Y |
Motivation |
Dislike Work |
Self-Motivated |
Responsibility |
Avoid Responsibility |
Enjoy Greater Responsibility |
Management |
Authoritarian |
Democratic / Participative |
Control |
Centralized |
De-Centralized |
Decision Making |
Management Decides |
Jointly Decision Making Happens |
Skills |
Repetitive Work |
Specialized Work |
Training |
Skills Driven |
Competency Driven |
Awards |
Based on Performance |
Based on Performance and Values |
Delegation |
Not Possible |
Delegation Happens |
Delivery |
Forced to Perform |
Self-driven Delivery |
Change |
Resist Change |
Adapts to Change |
Direction |
Formal Directions |
Self-Driven |
Implications of Theory X and Theory Y:
Theory X and Theory Y relates to Maslow's hierarchy of needs in how human behavior and motivation is the main priority in the workplace in order to maximize output. In relations to Theory Y the organization is trying to create the most symbiotic relationship between the managers and workers which relates to Maslow's hierarchy of needs of Self Actualization and Esteem. For Self Actualization the manager needs to promote the optimum workplace through morality, creativity, spontaneity, problem solving, lack of prejudice, and acceptance of facts. It can relate to esteem when the manager is trying to promote self-esteem, confidence, achievement, respect of others, and respect by others.
Very few organizations use Theory X techniques. Theory X encourages use of tight control and supervision and takes a pessimistic view of employees. It implies that employees are reluctant to organizational changes. Thus, it does not encourage innovation and encourages an authoritarian style of management. Many organizations use Theory Y techniques. Theory Y encourages decentralization of authority, teamwork and participative decision making in an organization. It tries to harmonize and match employees’ needs and aspirations with organizational needs and aspirations.
Contingency Theories of Leadership
Contingency theories of leadership focus on both the leader's persona as well as the situation/environment in which that leader operates. These theories consider the context of leadership which means whether or not the leadership style suits a particular situation and states that a leader can be effective in one circumstance and a failure in another one. A leader will be most effective when he applies the right leadership style to a given situation and environment around him. Contingent leaders are flexible and adaptable.
The Valence Model of Leadership
The valence model of emergent leadership is based on a group-development sequence. As per the valence model, the process of emergent leadership passes through three distinct stages; Orientation, Conflict, and Emergence. Group members willingly start following and obeying the leader who has passed the "emergence threshold."
The Hersey and Blanchard Situational Theory model suggests that a leader must adapt his leadership style based on task and relationship behaviors appropriate to the situation. Leadership style is dependent on the maturity level and abilities of followers. Under this model, successful leadership is both task-relevant and relationship-relevant.
Strategic Contingencies Theory is a theory of intra-organizational power. The power of a subunit or individual depends on a few contingencies and that the more contingencies are controlled by a subunit, the greater is its power. The theory focuses on tasks that need to be done in the form of problems to be solved, thus de-emphasizing personality.
Early studies on leadership were done at Ohio State University using the Leader Behavior Description Questionnaire to identify the leader's observable behaviors. Ohio State study on leadership found two behavioral characteristics of leadership - people-oriented (consideration) and task-oriented (initiating structure) leadership style.
According to Environmental theories of leadership, a leader needs to deal effectively with environmental complexities and lead in a certain style as a result of environmental responses. Environmental influenced leadership demand leaders to learn how to adjust environmental factors. Leaders also have the responsibility of creating the right kind of environment for their followers by focusing on environmental factors and pressures.
Generating Ideas using Brainstorming
The brainstorming technique was developed by Alex F. Osborn in 1957 and brainstorming means where a team of members generates a large amount of alternative fruitful ideas on a specific problem without any criticism and then evaluates each idea in terms of their pros and cons. Brainstorming techniques fall into four broad categories: visioning, exploring, modifying, and experimenting.
Burns Transformational Leadership Theory
Transformational leadership theory has been defined by James MacGregor Burns as a process where both leaders and followers mutually raise one another to higher levels of morality and motivation. The concept of transforming leader works with teams to garner trust, respect, and admiration while reaching to higher moral positions. The transformational theory of leadership was developed while studying political leaders and how they use charismatic methods to attract people to the values.
Action Centered Leadership is a model developed by John Adair and focuses on the three responsibilities of a leader which are achieving the task, managing the team, and managing individuals. All these action elements are mutually dependent and important for any leader.
Transactional Theory of Leadership
Transactional leadership theory is based on the concept of rewards and punishments. The transactional management approach assumes that the desires of the leader and follower are different and leaders give followers something in exchange for getting something they want. Transactional leaders expect followers to be compliant and focuses on structure, instruction, monitoring, organization, or performance to get tasks completed on time.
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