Professional Documents
Culture Documents
People have an inherent dislike for work and will avoid it whenever possible.
People must be coerced, controlled, directed, or threatened with punishment in order to
get them to achieve the organizational objectives.
People prefer to be directed, do not want responsibility, and have little or no ambition.
Theory Y
With Theory Y assumptions, management's role is to develop the potential in employees and help
them to release that potential towards common goals.
Creativity, ingenuity, and imagination are widely distributed among the population.
People are capable of using these abilities to solve an organizational problem.
Personality development
There are two types of personality of people; success seekers and failure avoiders. Success
seekers are motivated to do the works to get success whereas failure avoiders decrease workers
because they fear that they will be failed. success seekers seem to be most strongly motivated by
tasks that have a medium level of difficulty; whereas failure avoiders seem to prefer either very
easy or very difficult tasks. Finally, success seekers are more likely to set realistic goals, whereas
failure avoiders tend to set goals for themselves that are unrealistically easy or difficult.
Chris Argys
Chris Argyris developed the Theory of Immaturity-Maturity. Individuals progress at different
rates from the total immaturity of early childhood (being passive, dependent, shallow, limited
activity) to maturity (active, independent, deeper thoughts, interests that are more varied). Most
organizations have bureaucratic or pyramidal values that foster immaturity in workers.
Argyris's Immaturity-Maturity Theory is the most intriguing of these motivational theories.
Unfortunately, most organizations still adopt the bureaucratic or pyramidal style of leadership.
This authoritarian style often resembles a family with a dominating parent (management)
exercising almost total control over the children (employees)
Herzbergs Motivation-Hygiene Theory
Fred Herzberg focuses on outcomes that can lead to high motivation, job satisfaction, & those
that can prevent dissatisfaction. Herzberg states two needs: motivational and hygiene. Motivator
needs related to nature of the work and how challenging it is. Outcomes are autonomy,
responsibility, and interesting work. Hygiene needs relate to the physical & psychological
context of the work. These needs Refer to a good work environment, pay, and job security. When
hygiene needs not met, workers are dissatisfied. Note: when met, they will NOT lead to higher
motivation, just will prevent low motivation.
McClelland, Achievement Motivation Theory
David McClelland was a psychological theorist. He gave his view that every individual has three
motivators. They are: 1) Achievement, 2) Power and 3) Affiliation
Achievement:
They usually set challenging goals for themselves, assume personal responsibility for
accomplishment and take calculated risks for achieving these goals. They are very effective in
leading task oriented groups and do well in entrepreneurial roles. Simply put, they love to
achieve, and to measure that achievement.
Power:
Power oriented people want to control and influence, they have a need to win arguments, and
love to persuade and prevail. This motive is activated when the individual is allowed to have an
impact, impress those in power or beat competitors.
Affiliation:
Affiliation oriented people have a strong desire to belong. They have a deep concern for
relationships, they strive to reduce uncertainty, and they love teamwork. These leaders are
motivated by what they can accomplish with people they know and trust.
4.
5.
6.
7.
Autocratic
Task oriented
Directive
Ohio state studies(Fleishman, 1953)
Initiating structure
Human side of enterprise(McGregor Theoy X
1960)
Michigan studies(likert 1960, likert, Task oriented
1967)
Blakes leadership grid(Blake and Concern for production
mouton. 1964)
Path goal theory
(Vroom, 1964) Directive or task oriented
Fielders
least
preferred
workers(Fiedler, LPC 1964)
Greenleaf(1973)
Burns,1978
Bass, 1999
Democratic
Relation oriented
Participative
consideration
Theory Y
Employee oriented
Concern for people
Supportive or relationship
oriented
Relationship oriented
Servant leadership
Transformational
Charismatic leader
Some leaders have extraordinary ability to influence others. So ASK.com has described this
leadership this way Charismatic leadership is leadership based on the leader's capability to
converse and behave in ways that reach followers on a basic, moving way, to motivate and
inspire. A charismatic leader should have the gift to speak on a very commanding emotional
level, and maybe include some personality traits. Some of the famous charismatic leaders include
J F. Kennedy, Nelson Mandela and Winston Churchill.
Leadership grid
Expectancy theory explains why people work hard to attain work goals. People will engage in
behaviors that lead to goal attainment if they believe that (a) goal attainment leads to something
they value (e.g., increase in pay, status, promotion) and (b) the behaviors they engage in have a
high chance (expectancy) of leading to the goal. If people do not value the reward for goal
attainment or believe that their behavior is unlikely to lead to goal attainment, then they will not
be motivated to work hard.
The Managerial Grid is based on two behavioural dimensions:
Concern for People This is the degree to which a leader considers the needs of team
members, their interests, and areas of personal development when deciding how best to
accomplish a task.
Concern for Production This is the degree to which a leader emphasizes concrete
objectives, organizational efficiency and high productivity when deciding how best to
accomplish a task.
Using the axis to plot leadership concerns for production versus concerns for people, Blake
and Mouton defined the following five leadership styles:
1.
2.
3.
4.
5.