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Unit 11: Leadership Style and Theories of Leadership

the 1950s. Even earlier than that, experts in the field of administration had been pondering ever Notes
these issues. As a result of this kind of thinking, these questions were answered by people in different
ways. Several theoretical positions were held by them. Which tried to explain and clarify various
aspects of leadership.
11.3.1 Philosophical Approach (Theory-X and Theory-Y Assumptions)
The kind of philosophy about other people that a leader has determines his leadership behaviour.
This was the approach developed by Douglas McGregor. According to him the leadership style is
determined by the way a leader perceives his subordinates by the assumptions that he makes about
the human nature and human motivation. These assumptions are very similar to the views presented
by Elton Mayo. McGregor called these two sets of assumptions as theory-X and theory-Y. The
assumptions underlying theory-X are that people, in general, prefer to be directed; they try to shirk
responsibility and keep their own interest and safety above all other things. Also, theory-X assumes
that people, generally, do not like to work; they are not enthusiastic about work and prefer to be
directed. The theory also assumes that people have little capacity for creativity in solving
organizational problems. They care most and only for their physiological and safety needs. The
theory also assumes that most people need to be controlled and often forced to achieve organizational
goals. This is the nature of human beings as perceived by theory-X.
Hence managers who believe in this theory tend to exercise greater control and discipline over their
subordinates. They try to supervise them closely and direct them as to what should be done in what
manner. Thus, these managers happen to be authoritarian, autocratic, task-oriented, rigid and strict.
External control over the subordinates is considered essential by them. Whether these assumptions
about people are correct or incorrect is entirely a different matter. But some people do have this kind
of thinking about others. McGregor himself held that these assumptions are often inaccurate with
the result that management approaches based on these assumptions fall in many situations.
Another set of assumptions about human nature that Mc-Gregor could sort out was termed by him
theory-Y, He said that many people perceive others differently from what is expressed in the
assumptions underlying theory-X. This theory assumes that people are not, by nature, lazy and
unreliable, and that they can be self-directed and creative in situations of work, if they are
appropriately motivated. Other assumptions underlying this theory are : people can be made to
work to satisfy their social, esteem and self-actualization needs; they can also be creative in solving
organizational problems; self-control is essential for solving organizational problems and achieving
its goals; people can be made to develop self-control, and that work is as natural as play in situations
of favourable conditions. Thus, Mc-Gregor held that many people think that the subordinates can
achieve their goals best by directing their own efforts toward accomplishing organizational goals.
The managers who believe in this theory-Y are generally supportive and facilitating. They care for
the people, give them a chance to work independently, they are permissive and help their
subordinates. They have faith in the subordinates and depend on them. Thus, theory-Y managers
are people-oriented largely.
Theory-X and theory-Y are just the attitudes towards people. These do not mean that one is good
and the other is bad. It depends on the situation as to which will work. Similarly, this is also not true
that theory-X manager will always believe as prescribed under the theory. Since his assumptions
are only his attitudes, they may change in course of time. But, by and large, it appears to be true that
these two theories, theory-X and theory-Y do influence the management styles of the leaders.
11.3.2 The Trait Theory of Leadership
Prior to 1960 it was assumed that effective leaders have certain unique personality qualities. Everyone
can not succeed as a leader. Only those persons who are endowed with certain personality traits are
likely to succeed as leaders. These qualities may be termed as leadership qualities. According to
these views personality of the individual was considered to control his leadership role. Hence, all

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