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Comparing Mcgregor's Theory X And Theory Y

998 Words4 Pages

Working independently, Rensis Likert (1961) elaborated on the relationship of leader behavior and group performance, which paralleled McGregor’s (1960) “Theory X” and “Theory Y.” He identified four basic orientations he called “systems” – exploitative-authoritative (system 1), benevolent-authoritative (system 2), consultative (system 3) and participative (system 4). Likert’s (1961) system 1 and system 4 orientations were similar to McGregor’s (1960) Theory X and Theory Y perspectives. Likert (1961) constructed his systems by combining two categories of behaviors: Job-centered and Employee-centered dimensions. The Job-centered categories of behaviors included goal emphasis behaviors that attended to accomplishing group goals, and work facilitation …show more content…

Contingency and Situational theories of leadership attempted to extend behavioral approaches in terms of situation and context. An early notable example is Fred Fiedler’s (1967) contingency model, which was based on the premise that leaders have consistent profiles of behaviors that are associated with successful leadership in certain situations. Hence leadership effectiveness was best attained through thoughtful and managed selection of effective leader-situation matches. Another model inside the contingency approach is path-goal theory (Evans, 1970; House & Dressler, 1974), which posits the recommendation that successful leaders furnish or ensure available rewards for goal attainment and then focus on behaviors that support followers along their path to accomplishing their …show more content…

Power-wielders influenced followers to accomplish goals that are important mostly to the power-wielder. Leaders mobilized followers and marshaled resources to accomplish goals that would benefit followers, themselves, as well as others. Burns (1978) also described leadership as recognizable in two forms: transactional leadership and transformational leadership. Transactional leadership transpires in a mutually beneficial relationship of exchange between the leader and follower. Burns (1978) characterized this kind of leadership as transitory and effective, but in pursuit of modal values of mutual exchange. Transactional leadership typically maintains status quo and does not elicit change. Transformational leadership, in contrast, attempts to change the status quo by developing a vision for the future that appeals to the values and sense of purpose of followers. Transformational leaders teach followers to become leaders, pursuing humanistic and moral end values related to making a difference in the world. Some elements of power and influence approaches, such as expert and referent power (French & Raven, 1959), social influence (Cialdini, 1995), and transformational leadership (Burns, 1978), begin to transcend perspectives on leadership based solely on leaders as roles in a hierarchy. When leadership is examined outside this paradigm of leaders as roles, where all community partners are leaders

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Winston and Patterson (2006) integrative definition of leadership is an excellent definition of leadership. Thus, Hitler also fits the definition only the most important ingredient is missing from Hitler leadership, which would be the presence of the Lord. There as been an enormous amount of information on the definition of leadership however, Bass (1990) argues that Leadership has been the focus of group processes, as a personality attribute, as the art of inducing compliance, as an exercise of influence, as a kind of act, as a form of persuasion, as a power relation, as an instrument in the attainment of goals, as an effect of nitration, as a differentiated role, and as the initiation of structure (20).

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Bass & Riggio (2005, pp. 4-8) explains that transformational leaders inspire their followers to exceed their own expectations and perceived capabilities and is comprised of the four components of idealized influence, inspirational motivation, intellectual stimulation and individualised consideration. DuBrin (2016, p.163) suggest that leaders in a time of crisis need to

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1214 Words | 5 Pages

Analyzing and Contrasting Transformational and Servant Leadership There are many varying approaches to leadership. Some leadership approaches are established on the traits in which the leaders exemplify. While others are based on behaviors that focus on the leaders’ behaviors and how it may influence followers. In this paper we will place focus on the transformational and servant leadership approaches.

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There is a clear difference between transaction, transformative and transformational leadership. Transformational leadership has the potential to satisfy the academics and the social justice to meet the complexity of diverse society and our education system by challenging inappropriate use of power in search to create equality and justice society rather than inequality and injustice, whereas transaction leadership foundations are based on a mutual agreement of exchange between leadership and other organisational members and transformational leadership focuses on improving process, organisational functions to improve effectiveness and outcomes (Gunter 2009 and Shields

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909 Words | 4 Pages

Transformational leaders are able to motivate their followers by propagating higher ideals and values. Unlike transactional leadership which highlights tasks, standards and outcomes, Transformational Leader creates and communicates an alluring vision for their organizations, society or country which inspires their followers to higher performance levels. Transformational leaders inspire and motivate followers to go beyond expectations by giving significance and rationale to their work (Shamir, 1991). Previous researchers (Bass, 1985, 1990; Bennis and Nanus, 1985; Bass and Avolio, 1989; Podsakoffetal., 1996) have identified the four characteristics of Transformational Leadership as

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TRANSFORMATIONAL LEADERSHIP Transformational Leadership is defined as leadership style focused on effecting revolutionary change in organizations through a commitment to the organization’s vision. (Sullivan & Decker, 2001) Transformational leaders are usually given higher position and are known for their charismatic sense and ability to develop high visions and regards in the work they do. They often give their best performances due to the low morale or self esteem Example: Steve Job, Bill Gates and Ratan Tata. As the existentialist rightly said, we always have a choice, in doing what we already have done or doing that which we have never done.

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1924 Words | 8 Pages

Leadership Analysis Introduction One of the popular definitions of a leader is, "The only definition of a leader is someone who has followers." ( ) A more comprehensive definition that highlights striking features of a leader is, "A simple definition of leadership is that leadership is the art of motivating a group of people to act towards achieving a common goal.” ( ) A closer scrutiny of the characteristics of an influential leader would many ways assist one, in recognizing those attributes in an attempt to assimilate the best in others.

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LITERATURE REVIEW "A leader shapes and shares a vision which gives point to the work of others. "- Charles Handy (1992) "Leadership is a purposeful relationship, which occurs episodically among participants, who use their individual skills in influence, to advocate transforming change. " - (c) Michael S. Kearns, 2005 Organizations depend upon capable leadership to guide them through unprecedented changes. Leadership is the catalyst that enables organizations to achieve business results (De Feo & Bar-el, 2002; Smith & Blakeslee, 2002).

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Transactional leaders is one in which leader-follower relationships are exchange based, that is both followers and leaders perceive each other as a means to their ends, that is they perceive each other as potential instruments to each other’s goals and needs in the accomplishment of asks and goals (Bass, 1990). Another theory which follows an almost similar perspective to that of the Transactional leadership style is the Transformational Leadership theory, this theory seeks to explain the extraordinary influence and effects leaders may have on their followers. Unlike transactional leadership which is mostly based on materialistic rewards from the leader for the accomplishment of tasks by the followers. For transformational leadership to exist, there should be first personal identification of the goals of the leader which motivates followers to exert high levels of commitment and

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Authoritative leadership is less effective than collaborative leadership because fear and power create anarchy and dissent, while respect and decency create a harmonious society. This claim can be supported by Hobbes, Macbeth, and Plato. Primarily, the role of collaborative leadership is more effective

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Their positive emotions by displaying and creating images that inspire future (Bass, 1997), the exchange between leaders and followers are clearly defined by leadership in the transaction. Nine factors that will represent the theoretical leadership (Avolio and Bass, 2002), which is made up of five factors of transformational leadership three factors leading to the transaction and laissez faire (Antonakis, 2003) also led to changes in the views of individual exhibitors. In addition, the leaders still regard their colleagues personal development of the individual and their personal needs. A transformational leadership style will likely be less than in culture however with high power distance. Leadership role to influence leadership behavior..

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The main components of this theory are the leader behavior, the personality traits of the group members, and the task characteristics (House, 1996). When the group members are dogmatic or authoritarian and the tasks are ambiguous, unclear, or complex, the leader should adopt a directive leadership; that is, clearly defining the tasks and being strict enforcing the

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992 Words | 4 Pages

Specific mention may be made of three such theories; Fielder’s contingency theory, situational leadership and Path- Goal theory. The Fielder contingency theory suggests that there must be a strong leader- member relationship. A leader

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In this regard, leaders and managers can appear at any level of an organisation and are not exclusive of each other (Germano, 2010). Leadership theories identify leaders based upon traits as well as how their influence and power is used to achieve organizational goals and objectives (Germano, 2010). As such, trait based characteristics include leaders such as autocratic, democratic, bureaucratic and charismatic. On the other hand, leadership that is viewed from the perspective of the exchange of power and its utilisation to secure outcomes, are situational, transactional and transformational leaders (Germano, 2010). It is of paramount importance to consider the different types of theories of management and leadership and their potential impact on organizational strategy being that management and leadership plays a vital role in the success of businesses.

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Out of those, leadership styles and contingency theories dominate the current literature on leadership. There are two major studies on leadership styles

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