McGregor's Theory X and Theory Y Questionnaire

Transformational leaders encourage group work, as they connect each follower’s identity and self to the project and collective identity of the corporation. They are role models for other staff and this inspires them and makes them

Leadership is a skill some are born with the other can learn. There are many styles of leadership. This paper will focus on three main styles of leadership including autocratic, democratic and laissez-faire. Transformational leadership is a type a leadership that is very difficult to teach and we will explore the great effects of this type of leadership. Wells and Wells (2010) explain several aspects of leadership that leaders should portray, no matter what style they use. These including :articulating a vision, explaining what is expected of himself or herself as leader as well as what is expected of staff members, providing guidance and mentoring, developing staff members by coaching them one on one, understanding the importance of teamwork,

There are many models of leadership that exist across a range of fields (e.g. social work, education, psychology, business, etc.). The ability to transform an organization successfully requires a different set of attitudes and skills. Transformational leadership is an approach where a leader utilizes inspiration, charisma, individualized attention, and intellectual stimulation with their employees (Iachini, Cross, & Freedman, 2015, p. 651). Transformational leadership helps to clarify organizational vision, inspires employees to attain objectives, empowers employees, encourages employees to take risks, and advocates the seeking of alternative solutions to challenges in the workplace (Transformational Leadership, 2015). It allows the leader to engage and motivate each follower identify with the organization’s values and goals.

Two different leadership styles, which were first identified in 2004 by a noted scholar named Burns, are transactional and transformational leadership (Marquis & Hutson, 2009). Transactional leadership is a more traditional style of leadership and it is where the leader sets goals, gives directions, and uses a reward system to motivate employee’s behaviors related to

← New and untrained employees that are unfamiliar with the tasks and procedures benefit most from the Autocratic leadership style. A sense of security is created when a new employee is instructed with exact details of the expectations of their performance. This takes the guesswork out of the job for the individual and allows them to contribute immediately to production.

Theory Y, adopts the participative management style, which operates on the idea that people are inherently motivated to work if they find the job fulfilling

During my relatively short time with my present company compared to that of many of my colleagues I have seen numerous changes in the senior management structure that has resulted in differing styles of leadership over the years from Autocratic to

On the other hand, here comes to the theory Y. On the contrary, it based on positive assumptions, and also more positive view of workers and the possibilities that create. For instance, they assumed that employees are ambitious, self-motivated and anxious to accept greater responsibility. Employees exercise self-control, self-direction, autonomy and empowerment, also exercise creativity and become forward looking. So, once the managers are adopted this theory, they believes that people want to do well at work, have a pool of unused creativity and that the satisfaction of doing a job

Bass, B. M. (1990, Winter). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, pp. 19-31.

For this paper, we were asked if we saw ourselves as a transactional leader or a transformational leader. This was a tough question. When I held managerial positions, I would not have my worker do anything I would not do. I would work beside my workers and encourage them along with overseeing their work. Overall I feel I am a mixture of both leader styles. I will discuss why below.

According to the survey (Chapman, 2002), my situation falls into a score of 45, which means that I am subject to generally Theory Y management. According to the second part of the same survey, I scored a 69, meaning that I strongly prefer Theory Y style management.

In order to move forward and keep ahead, I believe an organization need change leaders who have capabilities to have their workforce go from change avoidance to change acceptance. “One of the most significant strengths of an effective leader is the ability to create a positive work climate where people are energized to do their best work, free of unnecessary distractions” (Cronkite, n.d.). During this part of the change process I feel the change leader would have better success if he would be tactful and harness the skills of others by working in a collaborative rather than hierarchical way. Leadership in an organization involves instilling motivation and enthusiasm in the employees. An effective leader knows how to manage and tackle difficult situations and people. Many reasons can cause a force of change in organizations but I feel it’s up to change leaders to manage these planned and unexpected changes. (Word count: 548)

Leadership styles and behaviors very depending on the organization needs, cultural diversity, and human behavior (Northouse, 2013), however, no one leadership style is more effective than the next. Working in the healthcare industry, I’m exposed to an extensive array of different characteristics ranging from patient to professional to external third-party contractors, including the diversity within my department. However, given the situation in question position the position I’m placed in can only mean one thing; following the set forth policies will be the direction that is taking for the situation, this will allow me to remove myself personal perceptions and beliefs. As a

The impact of leadership style in the change process of an organization influences the performance; Leadership as stated by Martin, Liao and Campbell (2013) remains one of the most consequential contextual influencers of employee performance. Latson (2014) elucidated that some leaders may have the best intentions, but the impact will not be in alignment with the intension. But leadership trait is the ability to inspire, motivate and engage the followers to make the inspired vision happen beyond their normal capabilities (Mendez, Munoz & Munoz 2013). A change is the most frequent phenomenon of today's reality and a good understanding of how to manage the change process is very essential; Change is translation from one state into

On further analysis, I am going to apply Lewin’s behavioural theory of leadership to my experience of organisational change management. For example during an internship in UAB Transimeksa I worked in a transport department. Most of the work was done using computers. Whilst working there, the company had some major changes in their IT systems. Employees were warned about upcoming organisational changes still it was difficult to get used to new IT systems. Transport department was fully under the control of a general manager which I believe was more of a leader. Similarly, to Kotter’s (1990) thoughts on characteristics of a leader, our general manager was always seeking to align his subordinates to his vision. Furthermore, a general manager always tended to “involve individuals in decision-making and goal setting” (Lewin and Lippitt, 1938; Lewin et al. 1939) which made his style of leadership democratic. In the manner of researchers, democratic leadership is not only the most effective style but also “usually associated with greater levels of subordinate satisfaction” (Dawson and Andriopoulos, 2014). In contrast, I believe that democratic style of leadership in the