Leadership Styles Theory X And Theory Y

Leadership Styles

Theory X and Theory Y represents a dichotomous view of leadership-worker relations. Theory X "assumes that employees are naturally motivated and dislike working" (MindTools.com 2013). This theory leads to a conclusion of authoritarian management where employees need to be actively directed in their tasks and require significant supervision. Managers must supply the employees with motivation, or the work will not get done. Organizations that subscribe to this theory of motivation tend to be top-heavy, hierarchical, and with strict rules. Theory X is sometimes suitable for organizations like large-scale production environments, where there is little benefit to allowing greater employee freedom.

Theory Y, in contrast, emphasizes "a participative style of management that is de-centralized, assumes employees are happy to work, are self-motivated and creative, and enjoy greater responsibility" (MindTools.com, 2013). MUSE (2013) points out that the Theory Y style of leadership has become increasingly common in American society in recent decades, and management styles have adapted to this change. Theory Y is all but essential in most knowledge-based organizations. Organizations that adopt Theory Y tend to have lower centralization, more collaboration and they managerial role is mostly one as s facilitator, as opposed to a director.

The pros and cons of each style can be illustrated in the following chart:

Pros

Cons

Theory X:

Tight control

Good for routinized work

Leaders bear responsibility

Can be useful in crisis situations

Theory X:

Too much focus on extrinsic motivation

Creates resentment among thinking employees

Incompatible with modern workers

Theory Y:

Recognizes intrinsic motivation

Improves employee engagement

Activates problem-solving

Improves organizational innovation

Theory Y:

Relies on self-control and internal discipline

Leaders need more subtle interpersonal skills

Roles need to be strictly defined to ensure all the work gets done

There is no one style for all situations. While there is a strong preference in the U.S. today for Theory Y, there remain workers who fit the definition of Theory X, and they will not be engaged by Theory Y management. Further, for places with high levels of routinization, Theory X allows for the strong centralized control needed to succeed. However, Theory X is all but useless in knowledge industries, so as we move into a knowledge economy, Theory Y is becoming more prevalent.