Situational Leadership and McGregor’s Theory
McGregor never meant for the X/Y to be a continuum, or polar opposites. He originally
conceptualized the theory to be qualitatively different and not lying at one end of an extreme
spectrum (Smothers, 2011). Nonetheless, this has caused much confusion and debate regarding
the proper conceptualization of his theory. Furthermore, some in the academic realm have tried
to evade the debate, and strictly use it for management of human resources. Conversely, others
have argued that this theory is beyond comprehension and is essentially stingy in explaining or
predicting organizational singularities (Smothers, 2011). Nonetheless, the goal was not intended
to compartmentalize leaders and managers into either X or Y, but, to be conducive in analyzing
their assumptions about the theory without creating a bias towards their Participative Decision
Making or PDM process (Russ, 2011)
X/Y implemented by situation
In his theories McGregor and Kirton, highlighted that managers should consider the
behaviors of followers; nonetheless, indicating there is room for leaders to lead from situational
standpoint (Bobic & Davis). It is accomplished by the participative decision making process,
which allows managers the ability for follower input, allowing for organizational development.
The PDM allows leaders to choose either an autocratic or democratic leadership style, depending
on the situation and current task. The autocratic leader assumes control over all decision making;
while the democratic leader allows the followers to make decisions. Consequently, the PDM is
grounded in the situational model. McGregor indicated that x/y theory assumptions influence the
PDM; thus, creating a basis for situational leadership in the x/y continuum (Russ, 2011).
Comparing both the PDM and X/Y theory allows one to see similarities in the two
processes that form a base for situational leadership. First, the X manager is more autocratic in
nature through directive and controlling behavior over the follower. Nonetheless, this only stunts
and hinders team personalities to come out and expand the team. This behavior only assumes that
the followers are acting and working towards organizational tasks or goals, through punishment
or reward (Allen, 1974). McGregor’s research proved that such behavior was demotivating to
followers because of incompetent and abusive managers (Burke, 2011). Y management tends to
be democratic, and team oriented, allowing members to participate in the process. Y allows for
personal freedom and relationships to evolve within the team. Y managers are more realistic and
perceptive to each member’s personality and creativity within the group. Consequently, Y
managers believe that the relationship between leaders and followers is dependent upon behavior
and the situation (Allen, 1974).
Situational leadership vs. X/Y
When both situational leadership and X/Y are compared, in is apparent that situational
leadership has more variables and effect. Situational leadership allows the leader to react and
contend in different situations depending on the follower’s readiness level. The X/Y only allows
for minimal reaction to situation and is dependent up the leader’s behavior instead of both.
Nonetheless, situational leadership allows leaders behavior to be dependent on current
demands, or task behavior, and inter team support, or relationship behavior. Furthermore, the
follower’s maturity level is factored into the variables, and how the leader and follower react to
the situation (Pierce & Newstrom, 2011). The four readiness level’s and four leadership style’s
affects the outcome of the situation, and allows for better leadership in completing tasks (Hersey,
2013). Whereas, X/Y are concerned it either allows for an oppressive autocratic leadership style,
dependent on the will of the leader, or a liaise-faire democratic leadership style, that is dependent
on the followers and leaders agreement. However, out of X/Y, Y is by far the better of the two
styles, and allows team members to be treated as humans with their own personality
(Cunningham, 2011).
Situational Leadership is method of developing followers through effective leadership, in
order to reach an individual’s highest performance level. Whereas, X/Y theory is based off
assumptions and correlated to the amount of participation decision making. The power of
situational leadership allows leaders to reward and develop their followers through critical
feedback, which in turn will motivate a follower to improve and develops into an effective team
member, or eventually a leader. The information from these goals and tasks can influence
follower’s ability to learn and achieve (Kouzes & Posner, 2012).
References
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Personnel Journal, Compiler) Retrieved from
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Blanchard, K. (2001). Situational LeadershipII the Article. Retrieved from Southern IllonoisUniversity :
http://wed.siu.edu/faculty/BPutnam/566/Situational_Leadership_Article.pdf
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Techniques Quickly Fail. Journal of Public Administration Research and Theory, 13(3), 239–264.
doi:10.1093/jopart/mug022
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Kouzes, J. M., & Posner, B. Z. (2012). The leaderhip challenge (5th ed.). San Fransico, California: JosseyBass.
Pierce, J. L., & Newstrom, J. W. (2011). Leaders and the Leadership Process (6th ed.). New York, New
York: McGraw-Hill.
Russ, T. L. (2011). Theory X/Y assumptions as predictors of managers’ propensity for participative
decision making. Management Decision, 49(5), 823-836. Emerald Group Publishing Limited.
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Smothers, J. (2011, July). Assumption-Based Leadership: A Historical Post-Hoc Conceptualization of the
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Entrepreneurship, 16, 44. Retrieved from
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