Leadership Theories free essay sample

Leadership power, influence, situations, situational moderator variables, transformational leadership, and the importance of leadership for organizational effectiveness make up a conceptual framework to present and show how the different theories project different ideas on how leaders should lead. Leadership Theories: Opposites and equals Douglas McGregor (1906-1964), a famous American psychologist, published his book â€Å"The Human Side of Enterprise in 1957. It was with this material, in which he introduced what came to be called the management style, Theory X and Theory Y which have been used in human resource department to understand organizational behavior and communication and development. These two theories describe two very different leadership styles toward workforce motivation. (Chapman, 2010). Theory X (Authoritarian Management Style): Representing a very traditional view of human nature, in that people are generally irresponsible when it come to their work and therefore require close monitoring and supervision. Theory Y (Participative Management Style): Indicates a more positive view of human nature in that people are motivated, ambitious, proactive, pragmatic, creative and responsible when it comes to their jobs and responsibilities. We will write a custom essay sample on Leadership Theories or any similar topic specifically for you Do Not WasteYour Time HIRE WRITER Only 13.90 / page Principles/Assumptions of Theory X Management are responsible for organizing the elements of enterprise including production, capital, materials, facilities and employees. In terms of employees, management is a process of directing their efforts, controlling their actions, and modifying their behavior to fit the needs of the organization. Without effective management, employees would be passive and unambitious to organizational needs. (Stewart, 2010). Principles/Assumptions of Theory Y employees are that they are not by nature passive or resistant to organizational needs. They have become so as a result of experience in organizations. Employees, by nature, have the motivation, potential for development and capacity for assuming responsibility and readiness to direct behavior toward organizational goals. It is the responsibility of management to make it possible for employees to recognize and develop these human characteristics for benefit of organization. People will be committed to their objectives if rewards in the form of self-fulfillment and self development are in place. (Stewart, 2010) The Hersey-Blanchard situational leadership model suggests that successful leaders do adjust their styles. The situational leadership model views leaders as varying their emphasis on task and relationship behaviors. Managers using the situational leadership style of leadership must be able to offer alternative leadership styles when needed. To do this, they have to understand the follower’s way of thinking and what drives them to perform and then use the style that best fits. The situational leadership model suggests the following. When follower maturity is high, the model calls for a delegating style or minimal intervention. The style is one of letting the followers handle the decision making. When follower maturity is low, By contrast, when maturity is low the model calls for task directed behaviors. By giving instructions it brings in the structure that the followers lack. (Hersey, Blanchard, amp; Johnson, 2013). Hersey and Blanchard believe that leaders should be flexible, be able to adjust their styles to the followers and the situations that will change over time. Go to Page * 1 * Conclusion In the end, it is up to the leaders and managers about how they run their projects, organizations, and employees. While the leadership styles discussed in this essay, there seems to be one clear message. If employees are motivated, creative, and ambitious, then they will succeed. If the leaders that are leading these employees, allow the employees to be successful, then they will in-turn, make the organization successful. Whether the leader chooses delegative, or participative, leader or follower styles, they need to have a strong understanding of what style fits the situation at hand. If the situation changes after the project(s) have started, then the leader needs to be able to help the team adapt, by changing the style as needed. This not only helps the team accomplish goals, but also allows the team to have confidence in their leader, and the goals that they are working towards. Reference Page Chapman, A. (2010). Douglas McGregor’s theory, managing an x theory boss, and William Ouchi’s theory z. Retrieved from http://www. businessballs. com/mcgregor. htm Demusdesign. (2012). Douglas McGregors theory x and theory y. Retrieved from http://vectorstuy. com/management-theories/theory-x-and-y Hersey, P. , Blanchard, K. , Johnson, D. (2013). Management of organizational behavior: Leading human resources. Upper Saddle River, NJ: Prentice Hall. Stewart, M. (2010). Theories x and y, revisited. Oxford leadership journal, 1(3), 1-5.