Anyone who has been involved in a leadership position in the company has surely heard of the Theories X and Y on the direction of Douglas McGregor. Without going into much detail, both refer to opposing models that present two visions of what the work looks like and how to direct it.
Theory X presupposes indifferent and unmotivated workers who detest responsibility and must be managed with a heavy hand to get the job done. Theory Y, on the other hand, puts the worker as someone who wants to do his job and the manager must facilitate that task.
Today both theories are considered reductionist, since the relationships between employee, manager and job develop in many different ways; however, theory X is considered mostly unfavorable compared to theory Y, which is seen as the most beneficial model.
The only exception to this trend occurs with managers of organizations with a lot of pressure and high production needs, here Theory X is usually more effective in achieving the company’s objectives as efficiently as possible. When the company reaches a certain size, managers simply They don’t have the time or the resources. to build the necessary Theory Y relationships.
Taking this reality into account and the fact that the majority of Spanish companies are SMEs, it would seem obvious then that managers from all over the world would apply the same model, or at least try to, but the reality is very different. For example, In Spain, the X model continues to be prevalent in most companies.
The reasons are many and varied, including work culture, work history and simple inertia action that makes change difficult. The end result is often a near antagonistic relationship in which the manager is always watching the worker because he thinks he is trying to avoid working and the worker develops strong resentment because he thinks the manager is out to exploit him.
It is obvious that this attitude does not help anyone, it is also true that attitudes are changing, but they do so at a snail’s pace. In an attempt to change this trend, we are going to show the advantages of the Y model, so that Spanish companies can adapt it to their system and begin to create an environment where the manager and the employee work together instead of at odds.
Advantages of Theory Y
Applying a Theory Y-focused approach to leadership requires modern tools that can complement the collaborative workplace, but ultimately brings multiple benefits. That is why Cornerstone presents you with five important benefits that practicing Theory Y can bring to the workplace:
- Value autonomy. Autonomy represents a person’s free will, free thought, and self-government. By trusting in the responsibility of each employee and granting them more freedoms, Theory Y managers show the importance of personal autonomy in the workplace. The result helps boost productivity and problem resolution, as well as increase trust between manager and employee.
- Increases positive culture in the workplace. Theory Y managers see value in their employees. They trust that each worker’s efforts are directed by his personal motivation. Managers who follow Theory Y also strive to cultivate the skills of their employees so that they develop their potential. This attitude is appreciated by employees, which build trust, increase job satisfaction and help create a positive work environment.
- Build loyalty and attract talent. A manager’s management style plays an important role in attracting and keeping talent. This is essential, since most workers don’t leave their jobs, they leave bad bosses. Theory Y managers support their employees and encourage career growth, which builds employee confidence and increases job satisfaction. When employees feel valued for their contributions and are trusted by management, it builds company loyalty and reduces turnover.
- Encourages creative thinking. Creative thinking is the ability of a person to approach a problem in an innovative way to find a solution. Theory Y management design values each person’s unique perspective, and asks managers and supervisors to view their employees as sources of innovation. This type of approach provides a greater understanding of each person by managers.
- Promotes collaboration. Theory Y managers trust their employees to do their jobs and their ability to come up with ideas and solutions. That is why they allow people to take responsibility and get involved in important projects and innovative ideas. For this reason, departments or companies run by Theory Y managers often include collaborative work and group assignments to achieve goals, which promotes collaboration.
