Path Goal Theory
... In my experience as software developer, I have come across directive and participative leaders. I was working as a software engineer for a MNC company back in India. I was a part of a product group developing a telecom softswitch. I had system architect who was technically very sound. But according to me he had very poor softskills, he always used to be directive telling us to do things with little details about the work. We had to do the research and then do the job which would definitely take us more time, since he knew the concept, what I felt was he could have directed us in a correct direction which could have saved our time. So he is one directive leader whom I have come across. I had one project manager, who basically used to do people management; he was not a technical person. But he was using a participative kind of leadership skills. He used to call for a meeting whenever we had technical doubts and he used to participate in those meetings though he was a nontechnical person. He used to see to that the technical doubt is solved. According to my opinion the best leader and manager should be a combination of the leadership style mentioned in this theory i.e. directive, supportive, participative and achievement oriented. The Theory X and Theory Y Mr. Douglas McGregor formulated this theory in his book ‘The human side of Enterprise’ published in 1960. Theory X assumptions are: Average human being has an inherent dislike of work and will avoid if he can, · People inherently dislike work and attempts to avoid it · People must be coerced or controlled to do work to achieve objectives · People preferred to be directed · Is self-centered and therefore does not care about organizational goals. · Is gullible and not particularly intelligent · Has no ambition, wants no responsibility, and would rather follow than lead Essentially it assumes people work for money and security Under Theory X, management approaches can range from a hard approach to a soft approach The hard approach relies on coercion, implicit threats, close supervision, and tight controls. Soft approach is to be permissive and seek harmony with the hope that in return employees will cooperate when asked to do so. The optimal management approach under Theory X probably would be somewhere between these extremes. Problems with Theory X: Theory X the firm relies on money and benefits to satisfy employees' lower needs, Theory X management styles in fact hinder the satisfaction of higher-level needs, it is in satisfying their higher needs that employees can be most productive. McGregor proposed an alternative: Theory Y. to overcome this Theory X problem. Theory Y assumptions are: · People view work as being as natural as play and rest · People will exercise self direction and control towards achieving objectives they are committed to · People learn to accept and seek responsibility · People will be committed to their objectives if rewards are in place that address higher needs such as self-fulfillment · Most people can handle responsibility because creativity and ingenuity are common in the population Under these assumptions, there is an opportunity to align personal goals with organizational goals by using the employee's own quest for fulfillment as the motivator. Theory Y management implications: Firm can do many things to harness the motivational energy of its employees: · Decentralization and Delegation · Job Enlargement · Participative Management · Performance Appraisals If properly implemented, such an environment would result in a high level of motivation as employees work to satisfy their higher level personal needs ...