UNIT 1 Developing a Personal Leadership Philosophy
Purpose
Assumptions About People
The purpose of this exercise is to help students better understand the assumptions they make about
people and to recognize more fully their perceptions about human nature.
Teaching Recommendations
· This exercise can be completed in ten to fifteen minutes.
· Encourage students to be spontaneous and honest in their responses. Remind them that there are no right or wrong answers
18
I N ST R UC T O R ' S M A N U A L
for Cc
ilicJ LcaJcrship lnstruuors on l ·.
Directions
· Assign a weight from O to 10 to EACH STATEMENT IN EACH PAIR to show the relative strength of your belief in the statement.
· The points assigned for each pair must total 10.
· Be as honest with yourself as possible and resist the natural tendency to respond as you would "like to think things are." "'
· This instrument is not a test. There are no right or wrong answers. le is designed to be a stimulus for personal reflection and dialogue.
Solution
Add the points assigned to the following:
Theory X score = Sum of a, d, e, g, j, I, m, o, r, and s.
Theory Y score= Sum of b, c, f. h, i, k, n, p, q, and t.
David A. Kolb, Irwin M. Rubin, and James McIntyre, Organir.ational /lsy(hoh,g:,: An Exptrimmtal Approach, 2nd
ed. copyright© 1974, pp XXXXXXXXXXReprinted by permission of Prcntia:-Hall, Inc., Englewood Cliffs, NJ.
UNIT 1 Developing a Personal Leadership Philosophy
.
.
Interpretation of _Results
Douglas McGregor, noted leadership scholar and author of 1he Human Side of Enterprise (1967), argues compellingly that the structure of organizations could be improved if leaders made them less formal and encouraged participation of the entire group in decision making.
McGregor also pointed out that it is our assumptions about the nature of human beings-in other words, a key part of our personal leadership philosophies-that control how we lead. If, for ex ample, you believe that members of your organization tend to have little ambition, that they desire security above all, and that they avoid work unless they arc coerced into ic, then the kind of leadership you practice will reflect these assumptions. It will be characterized by a top-down leadership style in which most of the planning and decision-making cakes place at the top of the hierarchy.
Organizations would work better, McGregor writes, if leaders recognized that most people can find real satisfaction in work, desire to achieve, and seek responsibility. If this is your philosophy about people, you probably lead in a way that gives members of your organization more independence, great decision-making leeway, and more openness in communications,
The statements &om which the X score is derived suggest a negative and pessimistic theme regarding human nature. Theoretically, the negativity starts with self and is projected onto others in the form of minimal expectations, a lack of trust, a lack of confidence. While the individual may not articulate the negative beliefs, evidence of the beliefs is often revealed in behaviors devoid of genuine confidence in others. The Theory X leader is likely to experience difficulty relinquishing authority, demonstrating respect, delegating tasks, or empowering others.
The statements from which the Y score is derived suggest a positive and optimistic theme regarding human nature. Again, according to theory, the positive outlook emanates from an optimistic view of self and others. While the individual may not articulate the positive beliefs, evidence of the beliefs is often revealed in behaviors that demonstrate a basic belief in the dignity and worth of human beings and belief that people are capable of problem-solving and self-governance. The Theory Y leader is likely to relate to others in a trusting and confident fashion, delegate tasks, and strive to empower others. ...
Individual scores should serve as a benchmark for placement on the Theory X-Y continuum. Encourage students to reflect introspectively on areas of improvement co enhance their personal leadership style.
19