# data[].attributes.attachment_link.readable_text
Theory X and Theory Y was an idea devised by Douglas McGregor (see article) in his 1960 book "The Human Side of Enterprise". It encapsulated a fundamental distinction between management styles and has formed the basis for much subsequent writing on the subject.
Get our daily newsletter
Theory X is an authoritarian style where the emphasis is on "productivity, on the concept of a fair day's work, on the evils of feather-bedding and restriction of output, on rewards for performance ... [it] reflects an underlying belief that management must counteract an inherent human tendency to avoid work". Theory X is the style that predominated in business after the mechanistic system of scientific management had swept everything before it in the first few decades of the 20th century.

Theory Y is a participative style of management which "assumes that people will exercise self-direction and self-control in the achievement of organisational objectives to the degree that they are committed to those objectives". It is management's main task in such a system to maximise that commitment.

Theory X assumes that individuals are base, work-shy and constantly in need of a good prod. It always has a ready-made excuse for failure-the innate limitations of all human resources. Theory Y, however, assumes that individuals go to work of their own accord, because work is the only way in which they have a chance of satisfying their (high-level) need for achievement and self-respect. People will work without prodding; it has been their fate since Adam and Eve were banished from the Garden of Eden.

Theory Y gives management no easy excuses for failure. It challenges them "to innovate, to discover new ways of organising and directing human effort, even though we recognise that the perfect organisation, like the perfect vacuum, is practically out of reach". McGregor urged companies to adopt Theory Y. Only it, he believed, could motivate human beings to the highest levels of achievement. Theory X merely satisfied their lower-level physical needs and could not hope to be as productive. "Man is a wanting animal," wrote McGregor, "as soon as one of his needs is satisfied another appears in its place."

There are parallels with Abraham Maslow's hierarchy of needs, and Maslow was indeed greatly influenced by McGregor. So much so that he tried to introduce Theory Y into a Californian electronics business, but found that the idea in its extreme form did not work well. All individuals, he concluded, however independent and mature, need some form of structure around them and some direction from others. Maslow also criticised Theory Y for its "inhumanity" to the weak, and to those not capable of a high level of self-motivation.

In his comic classic "Up the Organisation", Robert Townsend wrote powerfully in support of Theory Y:

People don't hate work. It's as natural as rest or play. They don't have to be forced or threatened. If they commit themselves to mutual objectives, they'll drive themselves more effectively than you can drive them. But they'll commit themselves only to the extent they can see ways of satisfying their ego and development needs.

Further reading

Lorsch, J. and Morse, J., " Beyond Theory Y", Harvard Business Review, May-June 1970

McGregor, D., " Leadership and Motivation: Essays ", MIT Press, 1966; 1969

McGregor, D., " The Human Side of Enterprise ", McGraw-Hill, 1960; annotated edn, McGraw-Hill, 2006

Townsend, R., " Up the Organisation", Michael Joseph, 1970; reprinted as " Further Up the Organisation ", Coronet, 1985

More management ideas

This article is adapted from "The Economist Guide to Management Ideas and Gurus", by Tim Hindle (Profile Books; 322 pages; £20). The guide has the low-down on over 100 of the most influential business-management ideas and more than 50 of the world's most influential management thinkers. To buy this book, please visit our online shop.

# data[].attributes.attachment_link.description
Theory X and Theory Y was an idea devised by Douglas McGregor (see article) in his 1960 book "The Human Side of Enterprise". It encapsulated a fundamental distinction between management styles and has formed the basis for much subsequent writing on the subject.

# data[].attributes.attachment_link.readable_text
Access the essential membership for Modern Managers

What makes a truly exceptional leader? Chances are we've all encountered them at some point in our careers: those leaders who stand out above the rest. Those who bring out the best in every one of their team members, and who consistently strive for greatness.

Take Molly for example. Everyone respects Molly. She inspires and encourages her team members, while expecting and demonstrating the highest standards. In return, her people are fiercely loyal, and they're highly successful - as individuals, and as a team. In short, Molly is a Transformational Leader.

By contrast, other leaders in the organization report that their people seem disengaged. They experience high staff turnover, and their results are often disappointing. So, what does Molly do that other leaders don't?

To begin with, Molly regularly reminds her team members of the purpose of their work. And she knows that she's a role model for her team, so she acts with integrity in all of her working relationships.

In this article and video, we'll explore what transformational leadership is, and discover what it takes to become a transformational leader.

What Is Transformational Leadership?

Leadership expert James MacGregor Burns introduced the concept of transformational leadership in his 1978 book, "Leadership." He defined transformational leadership as a process where "leaders and their followers raise one another to higher levels of morality and motivation." [1]

# data[].attributes.attachment_link.description
Watch this video to learn the definition of Transformational Leadership. Explore the theory behind this leadership style, and discover the characteristics of transformational leaders.

# data[].attributes.attachment_link.readable_text
Achieving "Greatness" as a Leader

What makes leaders great? Is it their courage? Their business acumen? Their expert knowledge? Their ability to organize?

Truly great leaders have a specific blend of skills. But they also possess something else; certain characteristics which are harder to define.

If you're in a leadership role, then you've likely wondered how you can move to that "next level," going from good to great leadership.

In this article, we'll examine "Level 5 Leadership" - a key idea that helps you do this. We'll explore what it takes to achieve greatness as a leader, and we'll discuss strategies that you can use to move up to this top level of leadership.

Introducing Level 5 Leadership

The concept of Level 5 Leadership was created by business consultant, Jim Collins. He wrote about it in a well-respected 2001 Harvard Business Review article, and published his research in his popular book, " Good to Great."

The concept came about during a study that began in 1996, when Collins began researching what makes a great company. He started by looking at 1,435 companies, and ended up choosing 11 truly great ones. These 11 companies were all headed by what Collins called "Level 5 Leaders."

He found that these leaders have humility, and they don't seek success for their own glory; rather, success is necessary so that the team and organization can thrive. They share credit for success, and they're the first to accept blame for mistakes. Collins also says that they're often shy, but fearless when it comes to making decisions, especially ones that most other people consider risky.

Level 5 Leaders also possess qualities found in four other levels of leadership that Collins identified. Although you don't have to pass sequentially through each individual level before you become a Level 5 Leader, you must have the skills and capabilities found in each level of the hierarchy.

Let's look at each of the five levels in more detail:

Level 1: Highly Capable Individual

At this level, you make high quality contributions with your work. You possess useful levels of knowledge; and you have the talent and skills needed to do a good job.

Level 2: Contributing Team Member

At Level 2, you use your knowledge and skills to help your team succeed. You work effectively, productively and successfully with other people in your group.

Level 3: Competent Manager

Here, you're able to organize a group effectively to achieve specific goals and objectives.

Level 4: Effective Leader

Level 4 is the category that most top leaders fall into. Here, you're able to galvanize a department or organization to meet performance objectives and achieve a vision.

Level 5: Great Leader

At Level 5, you have all of the abilities needed for the other four levels, plus you have the unique blend of humility and will that's required for true greatness.

How to Become a Level 5 Leader

It takes time and effort to become a Level 5 Leader. But the good news is that it can be done, especially if you have the passion to try.

Again, it's important to realize that you don't have to progress through each level in turn in order to get to Level 5. But you do need the capabilities found in each level in order to achieve Level 5 status.

Here are some strategies that will help you grow emotionally and professionally, so that you can develop the qualities of a Level 5 Leader:

Develop Humility

Conversely, as a leader, you need to take responsibility for your team's efforts, even when things go wrong.

Tip:

The 2007-2008 financial crisis showed many examples of how arrogant, self-glorifying, self-obsessed leaders led their organizations to ruin. Much of this chaos could have been averted if appointment committees had recruited Level 5 Leaders. Humility matters, including when it comes to recruitment.

Ask for Help

Level 5 Leaders are sometimes mistakenly thought of as "weak," because they ask for help when they need it.

Remember the Guy Kawasaki quote that "A players recruit A+ players, while B players recruit C players." If you're recruiting A+ players, why wouldn't you take full advantage of their skills? (The truth is that if you can recruit A+ people successfully and get the best from them, then you've become an A+ manager.)

Take Responsibility

So make sure that you take responsibility for your (and your team's) actions. Our Book Insight " No Excuses! The Power of Self Discipline" has more on this.

Develop Discipline

If you know in your heart that you're right, then don't let naysayers dissuade you from a course of action. It's always important to listen to differing opinions, of course, but don't let fear be your driving motivator when you make, or change, a decision.

Find the Right People

Lead With Passion

Level 5 Leaders are passionate about what they do, and they're not afraid to show it.

When you demonstrate to your team members that you love and believe in what you're doing, they will too. If you're having a hard time finding passion in your work, then you need to search for the human benefit in what you're doing.

See our article on Working with Purpose to explore how to find meaning in what you're doing. It's also important to create an inspiring vision for your people - our article on Transformational Leadership shows you how to do this.

Tip:

Use common sense in the way that you apply this idea.

In some environments - that is, in high-trust, properly-managed workplaces - Level 5 Leadership is something to aspire to, demonstrate and apply.

In low-trust or dysfunctional environments, however, you may need to use Level 5 Leadership more cautiously. Definitely apply the approach, but make sure that you're alert to the "corporate politics" going on around you.

Key Points

Level 5 Leadership is a concept developed by Jim Collins. After several years of research, Collins discovered that all of the great organizations that he studied were headed by what he called "Level 5 Leaders."

These Leaders have a unique combination of fierce resolve and humility. They were the first to own up to mistakes, and the last to take credit for success.

You can work on developing the following skills and characteristics to become a Level 5 Leader:

Develop humility.

Ask for help.

Take responsibility.

Develop discipline.

Find the right people.

Lead with passion.

# data[].attributes.attachment_link.title
Level 5 LeadershipAchieving "Greatness" as a Leader

# data[].attributes.attachment_link.description
Achieving "Greatness" as a Leader What makes leaders great? Is it their courage? Their business acumen? Their expert knowledge? Their ability to organize? Truly great leaders have a specific blend of skills. But they also possess something else; certain characteristics which are harder to define.

# data[].attributes.attachment_link.readable_text
What is authentic leadership?

It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't trust them, don't like them, and can't really wait to work elsewhere.

Authenticity has been explored throughout history, from Greek philosophers to the work of Shakespeare ("To thy own self be true." -Polonius, Hamlet). Authentic leadership has been explored sporadically as part of modern management science, but found its highest levels of acceptance since Bill George's 2003 book, Authentic Leadership.

But what is authentic leadership?

While different theorists have different slants on the concept, most agree that:

1. Authentic leaders are self-aware and genuine. Authentic leaders are self-actualized individuals who are aware of their strengths, their limitations, and their emotions. They also show their real selves to their followers. They do not act one way in private and another in public; they don't hide their mistakes or weaknesses out of fear of looking weak. They also realize that being self-actualized is an endless journey, never complete.

2. Authentic leaders are mission driven and focused on results. They are able to put the mission and the goals of the organization ahead of their own self-interest. They do the job in pursuit of results, not for their own power, money or ego.

3. Authentic leaders lead with their heart, not just their minds. They are not afraid to show their emotions, their vulnerability and to connect with their employees. This does not mean authentic leaders are "soft." In fact communicating in a direct manner is critical to successful outcomes, but it's done with empathy; directness without empathy is cruel.

4. Authentic leaders focus on the long-term. A key tenet in Bill George's model is the company leaders are focused on long-term shareholder value, not in just beating quarterly estimates. Just as George did as CEO of , and as Bezos has done for years at Amazon, leaders realize that to nurture individuals and to nurture a company requires hard work and patience, but the approach pays large dividends over time.

__________

What are your motivation triggers? Take the "Your Engagement Profile Quiz" to find out.

Check out Kevin Kruse's new book, Employee Engagement 2.0, and discover how to turn apathetic groups into emotionally committed teams.

Kevin Kruse is a NY Times bestselling author and serial entrepreneur. For insider tips and exclusive content, join his newsletter at kevinkruse.com.

# data[].attributes.attachment_link.description
What is authentic leadership? It continues to surprise me how many leaders attempt to be one way at work, while their "true" personality emerges outside of work. Once a CEO reminded me, "Leadership is acting." And it surprises me when these same leaders seem shocked or confused when their employees don't [...]

# data[].attributes.attachment_link.readable_text
'I'm busy,' signals you don't have room for friends; be specific or cut back your calendar

I recently asked a friend I haven't seen in months if she wanted to get together and catch up. I envisioned us gabbing over cocktails at the new Vietnamese restaurant in our neighborhood. Or maybe I could fix her dinner.

Her reply: "Sure. Why don't you stop by for 45 minutes to an hour on Monday night around 8:30."

Copyright ©2023 Dow Jones & Company, Inc. All Rights Reserved. 87990cbe856818d5eddac44c7b1cdeb8

# data[].attributes.attachment_link.description
'I'm busy' signals you don't want to make room for friends or family. Be specific about what's really taking up your time or cut back your calendar.

# data[].attributes.headline
Maya Angelou on Courage and Creativity - HBR

# data[].attributes.subject
Maya Angelou on Courage and Creativity - HBR

# data[].attributes.attachment_link.readable_text
Web Script Status 500 - Internal Error

500 Description:
An error inside the HTTP server which prevented it from fulfilling the request.

Message:
1029563689 Unable to render template [components/article/article.get.html.ftl]

Server:

Spring WebScripts - v8.29.0 schema 1,000

Diagnostics:
Inspect Web Script (components/article/article.get)

# data[].attributes.attachment_link.description
Web Script Status 500 - Internal Error 500 Description: An error inside the HTTP server which prevented it from fulfilling the request. Message: 1029563689 Unable to render template [components/article/article.get.html.ftl] Server: Spring WebScripts - v8.29.0 schema 1,000 Diagnostics: Inspect Web Script (components/article/article.get)

# data[].attributes.headline
15 signs you have emotional intelligence - World Economic Forum

# data[].attributes.subject
15 signs you have emotional intelligence - World Economic Forum

# data[].attributes.attachment_link.description
Dr Travis Bradberry looks at the qualities shared by people with emotional intelligence, based on data from more than a million people.

# data[].attributes.attachment_link.description
In a culture where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert. But, as Susan Cain argues in this passionate talk, introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated.

# data[].attributes.headline
How Your Body Language Shapes Who You Are - TED Talk

# data[].attributes.subject
How Your Body Language Shapes Who You Are - TED Talk

# data[].attributes.attachment_link.title
Your body language may shape who you are

# data[].attributes.attachment_link.description
(NOTE: Some of the findings presented in this talk have been referenced in an ongoing debate among social scientists about robustness and reproducibility. Read “Corrections & Updates” below for more details as well as Amy Cuddy’s response.) Body language affects how others see us, but it may also change how we see ourselves. Social psychologist Amy Cuddy argues that “power posing” -- standing in a posture of confidence, even when we don’t feel confident -- can boost feelings of confidence, and might have an impact on our chances for success.

# data[].attributes.headline
Madam C.E.O., Get Me a Coffee - NY Times

# data[].attributes.subject
Madam C.E.O., Get Me a Coffee - NY Times

# data[].attributes.attachment_link.title
Opinion | Madam C.E.O., Get Me a Coffee (Published 2015)

# data[].attributes.attachment_link.description
The sad reality in workplaces: Women help more but benefit less from it.

# data[].attributes.attachment_link.readable_text
The year 1777 was not a particularly good time for America's newly formed revolutionary army. Under General George Washington's command, some 11,000 soldiers made their way to Valley Forge. Following the latest defeat in a string of battles that left Philadelphia in the hands of British forces, these tired, demoralized, and poorly equipped early American heroes knew they now faced another devastating winter.

Accelerate your career with Harvard ManageMentor®. HBR Learning's online leadership training helps you hone your skills with courses like Leading People. Earn badges to share on LinkedIn and your resume. Access more than 40 courses trusted by Fortune 500 companies.

What you need to know about being in charge.

Learn More & See All Courses