Understanding Leadership Theories: Theory X, Theory Y, and Theory Z
Remember back to your undergraduate management class when the professor discussed management styles and introduced you to Douglas Macgregor’s Theory X and Theory Y? Theory X assumptions portray the average person to have an inherent dislike for work and that the carrot and stick approach will yield the appropriate motivation. Theory Y suggests that a more laissez-faire, "let do," style of management will bring out the best in people, stimulating creativity and self-direction. Subsequently, Dr. William Ouchi developed Theory Z, which focused on increasing employee loyalty to the company by providing a job for life with a strong focus on the well-being of the employee. Theory Z was derived from Dr. W. Edward Deming’s work and popularized by the Asian economic boom of the 1980s.
Real-World Observations on Motivation and Performance
While these theories were interesting in the academic setting, they offered no conclusive answers. Upon entering the workforce, it was clear there was a disproportionate share of unmotivated and unhappy people who were a drain on productivity, innovation, and morale. As a student of management philosophy, I studied these theories and used them to create a framework for understanding workplace behavior and what enhances performance. After years of consulting, hundreds of executive interviews, and real-world “seasoning,” it became clear why some people perform well and are highly motivated, while others experience distress.
The Importance of Aligning Core Aptitudes and Strengths
There is a common thread in motivated, happy workers that is often overlooked: alignment of core aptitudes and strengths. Achieving satisfaction and happiness at work requires uncovering and cultivating unique strengths and abilities and aligning these with one’s work. The vast majority of unmotivated and unhappy workers were simply working outside of their core strengths, trying to make their weaknesses a strength. Over time, working outside of your core strengths creates fatigue, distress, poor performance, and burnout.
Why People Work Outside Their Core Talents
There are many reasons why someone might work outside of their core talents. After all, it’s difficult to objectively assess yourself when you have a limited perspective on how your strengths compare to others. Many people simply try to follow others' definitions of success. Others wait for direction, hoping their employers will help them find and deploy their talent.
A Personal Story on Finding Strengths
As a young boy, I was engaged in many sports. My friends played basketball and football, and I wanted very much to be with them and make my parents proud. I never loved purposely running into people, and it wasn’t in my gene pool for me to dunk; however, I gave it my all. I was “Rudy,” spending a lot of energy and time in something that I’d never be very good at. It wasn’t fun sitting on the bench, not performing, and feeling like I let the team down, even though I tried hard and was well-liked.
I was attending a birthday party at a gymnastics center when the owner came up and said, “You could be a gymnast!” He had me do a few things and quickly assessed my flexibility, strength-to-weight ratio, risk tolerance, etc. My path had begun to take shape. Aside from the verbal abuse I endured with the name “Shel” while taking gymnastics and dance classes in grade school, it became something I excelled in through high school.
The Role of a Mentor in Unlocking Potential
It took that one person to take interest, be present, assess my abilities, and help me develop a path for athletic success. That one person helped me unlock potential I didn’t realize, building my self-esteem, discipline, poise, confidence, and an athletic ability that would serve me throughout my adult years.
The Leadership Challenge: Identifying and Activating Team Strengths
One thing is certain: there is a great shortage of quality leaders. Finding those who can identify, align, and activate the core strengths of individuals and teams is indeed a rare breed. In this fiercely competitive landscape, it is more important than ever to identify the unique talents of your employees and work towards helping them leverage and utilize their strengths more often.
The Pitfall of Promoting Without Alignment
Who gets promoted to the new sales manager vacancy? The lead sales associate, of course! The result six months later? A fatigued and burnt-out sales manager, ready to quit, with a frustrated sales team that is 20% under budget. And who takes the blame? The new sales manager, right?
Taking Responsibility as a Leader
As a leader, you have a responsibility and a great opportunity to assess, align, and cultivate the strengths of your team. It’s never too late to take inventory of your employees' core aptitudes and work to rekindle motivation, enhance performance, and build a stronger organizational culture. It’s amazing what profound transformations can happen when we do what we do well.
The Gallup Organization on Strengths-Based Leadership
According to the Gallup organization, people who use their strengths every day are six times more likely to be engaged on the job. Teams that focus on their strengths are 12.5% more productive. Focus on strengths so that the weaknesses of individual team members become irrelevant.
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