LEADERSHIP APPROACH HARINI SUKUMARAN

AND THEORIES
HUMAN RESOURCE
MANAGEMENT
Contents
Introduction of Tannebaum and Schmidt’s leadership

Seven styles of leadership in Decision making system

McGregors Theory X and Y

Theory X analyses

Theory Y analyses

Conclusions
Tannenbaum and Schmidt’s Leadership
Tannenbaum and Schmidt is a most significant in management and leadership behaviour.

The Tannenbaum and Schmidt leadership is a model showing the relationship

between the level of authority you use as a leader and the freedom this allows
your team present 7 styles of leadership across a continuum from maximum
to minimum exercise of authority.
By: Chris Drew
Decision making system
The Tannenbaum and Schmidt leadership model identifies the following leadership style:

•Manager makes decisions and announces it.

•Manager sells decision.

•Managers presents ideas and invites questions.

•Manager presents tentative decision subject to change.

•Manager presents problem, gets suggestions, makes decision.

•Manager defines limits, ask group to make decision.

•Manager permits subordinates to function within limits bye the uplevel leader.
MCGregors Theory X and Y
In the 1960s, Douglas McGregor developed two
contrasting theories about the motivation on their
management style. He identified these Theory X and
Theory Y.
Theory X Analyses
Theory X managers tend to take a view of their people, and
assume that they are naturally unmotivated and dislike work.
This could be repetitive, and people are often motivated has
they are specialized in each tasks they do.
•Have to be controlled, forced and threatened to deliver work.
More involved in decision making.

Self-motivated to complete their

•Need to be supervised at every step.

tasks..

Seek and accept responsibilites

fulfilling and challenging the work.

•Have no incentive to work.

Solve problems creatively and
imaginatively.
Theory Y Analyses
Theory Y managers have an opinion of their people, and they use a
decentralized, participative management style. This encourages a more
collaborative, trust-based relationship between managers and their
team members.
•More involved in decision making.
•Self-motivated to complete their tasks.
•Solve problems creatively and imaginatively
CONCLUSIONS

IN THEORY X , According to McGregor, organizations tend to have several

managers and supervisors to oversee and direct workers.
HOWEVER IN THEORY Y,
It has become more popular among organizations whereas, this reflects workers'
increasing desire for more meaningful careers, that provide them with more than just
money.
But in Theory X money is not reflected and likely demotivates people in long term.
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