Theory X and Theory Y in law enforcement management

Theory X or Theory Y?

Theory X and Theory Y: Applying McGregor's theory to law enforcement

Douglas McGregor's Theory X and Theory Y is considered one of the most important theories of how managers and subordinates relate to one another. In general, McGregor views the more open-minded and optimistic Theory Y approach to motivating people as superior. However, within the field of law enforcement, I have found that Theory X thinking, which stresses a more traditional relationship between leaders and the led, has tended to predominate.

Theory X managers view the relationship between leaders and followers in transactional terms: in other words, leaders must tell subordinates what to do, in exchange for pay, promotions, and not being fired. Leadership involves the use of carrots and sticks: subordinates who bend the rules are rebuked. It is based upon the presumption "the average person dislikes work and will avoid it….The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else" (Chapman 2013). Although in law enforcement there may be a greater presumption of enthusiasm for the work that is being done, given the risks involved in working in the field, there is also the view that because of the dangers involved, following protocol is essential. Thus there are very harsh penalties for people who do not follow the rules and great rewards for those who go above and beyond the call of duty.

This is necessary to some degree because of the demands of the profession. But one of the dangers of taking an overly Theory X-dominated approach is that the insight and potential creativity of employees may be ignored. Theory Y managers, in contrast, believe that subordinates should participate in the leadership structure of the organization. Rather than continually telling people what to do, Theory Y managers believe that people actually want to work and do a good job and that "people will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment" (Chapman 2013). The managers who have applied this philosophy to their leadership and show great trust and confidence in the ability of workers to monitor themselves and to exercise personal judgment have always been the most respected and well-liked in my experience.