Theory X/Y assumptions as predictors of managers' propensity for participative decision making

Russ, Travis L.

doi:10.1108/00251741111130887

Cited by 30 publications

(36 citation statements)

References 27 publications

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“…It eases supervisors to inspire them to continue to professionally grow further and adopt theory Y style of management. Russ (2011) argues that managers adopting theory X perceive participative decision making negatively and those adopting Theory Y perceive it positively. However, Supervisors in CTEVT despite being inclined to embracing the theory Y are unable to fully adopt principles of this theory.…”

Section: Discussionmentioning

confidence: 99%

Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors

Bhurtel¹,

Adhikari²

2016

Int J Soc Sci Mgt

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The purpose of the present study was to explore the perceptions of supervisors on performance appraisal in relation to employee development adopting a qualitative design. In line with its research objective, data obtained from semi-structured interviews conducted with 14 supervisors from the proposed 10 model technical schools and the head office of the Council for Technical Education and Vocational Training (CTEVT), Nepal was analysed. The study brought forth that supervisors perceived the existing performance appraisal system less effective as it was used merely for getting employee-promotion. The supervisors were unable to appraise non-permanent employees; and even for permanent classed employees, they were obliged to keep the results confidential. They were thus unable to discuss the results with the concerned employees and jointly set goals for their further development. The study calls for establishing a comprehensive performance appraisal system for all employees in which results were analysed, and linked with plans for employee development. As the paper was confined to exploring the perception of 14 supervisors, further research could be done in future with greater number of samples. Moreover, there is room for studying the appraisees' perception so that this issue can be explored from wider perspective aiding in the employee performance.

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Section: Discussionmentioning

confidence: 99%

Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors

Bhurtel¹,

Adhikari²

2016

Int J Soc Sci Mgt

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“…The general message in Theory X and Y is that some leaders (Type X) prefer to be directive, solve problems, and issue orders, with little or no involvement of their employees other than to follow those orders, while other leaders (Type Y) work better in a team setting, and share responsibilities and functions with followers (Russ, 2011).…”

Section: An Overview Of Leadership Qualitiesmentioning

confidence: 99%

The changed leadership landscape: what matters today

Marques

2015

Journal of Management Development

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Purpose – The purpose of this paper is to present challenges in leadership performance today, as well as leadership styles that have potential, given the contemporary shifts in performance climate. Design/methodology/approach – This paper is based on empirical research, obtained through methodological triangulation, partly through critical literature review, and partly through the author’s ongoing leadership studies during the past ten years, to be subdivided in three phenomenological studies, and 72 structured leadership interviews. Findings – There is a multitude of factors that keep changing the leadership landscape, and there is a series of leadership skills that suffice well given the parameters of today’s work environments. Nine of these leadership styles are presented, including their main characteristics and contemporary usefulness. Research limitations/implications – The studies reviewed, although in-depth, applied to a limited set of options. Because leadership is such a broad and dynamic topic, neither literature review nor qualitative studies and interview series provide an entirely comprehensive overview, especially when conducted in one part of the world. Practical implications – Leaders may reconsider the skills required for themselves and their workforce to guarantee successful performance in an increasingly interconnected world. Leaders may engage in reflection and work toward stronger emphasis and development of skills in which they consider themselves weak. Leaders may examine their work environment and consider how to apply the factors that could facilitate one or more of the presented leadership styles in their organization. Originality/value – The leadership styles presented are multi-applicable and are mainly based on inter-human respect, so leaders may reflect and consider the style they feel most attracted to.

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“…More importantly, the Theory Y assumptions were negatively related to the anxious style and positively related to the supportive, impression leaving, and non-verbally expressive styles. In a recent study, Russ (2011) demonstrated the effect of managers' Theory X and Y assumptions on participative decision making.…”

Section: Mcgregor's Theory X and Ymentioning

confidence: 99%

“…More recent studies have indicated the importance of managers' Theory X and Y assumptions in a work setting (Larsson et al, 2007;Russ, 2011;Sager, 2008;S¸ahin, 2012). However, there is less research on the effect of managers' Theory X and Y assumptions on employees' attitudes and behaviors.…”

Section: Introductionmentioning

confidence: 99%

Revisiting of Theory X and Y

Gürbüz

Şahin

Köksal

2014

Management Decision

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to investigate the influence of leaders' Theory X and Y managerial assumptions on subordinates' attitudes and behaviors. Design/methodology/approach -Military leaders (n ¼ 50) completed a questionnaire with Theory X and Y scale and their subordinates (n ¼ 150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings -The results indicated that the Theory Y management style is significantly and positively associated with subordinates' satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates' satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes.Research limitations/implications -The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications -The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value -Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.

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Theory X/Y assumptions as predictors of managers' propensity for participative decision making

Cited by 30 publications

References 27 publications

Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors

Performance Appraisal for Employee Development: Exploring Perceptions of Supervisors

The changed leadership landscape: what matters today

Revisiting of Theory X and Y

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