Journal of Functional Education
Academic and Professional Journal for International Standardization of Learning
Articles	Researchers	Practitioners	Emmanuel University

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Excerpts from Theory X and Theory Y

Theory Y is different from theory X. Owens et al (2007) quoted Douglas McGregor’s theory Y, stating “If it is satisfying to them, employees will view work as natural and as acceptable as play” the first phrase says “if it is satisfying to them”. This statement supports sustaining employees’ interests in what they should be doing. If dissatisfaction exists, workers will not see work as natural and acceptable. Administrators should be able to collaborate with their subordinates in a proper manner. Administrators and employees are there so that an organization can achieve its objectives. The way administrators handle employees will determine the pace at which the organization will progress. Owens et al (2007) continued to quote Douglas McGregor “People at work will exercise initiative, self-direction, and self-control on the job if they are committed to the objectives of the organization”. The statement infers that administrators have responsibility of being precise in educating employees on the objectives of the organization. If the direction of the company is clearly stated, it becomes very easy for subordinate to have adequate understanding as to what to do.

Leaders are seen as mentors or coaches. They supposedly should be first in exercising initiative, self-direction and self-control. They set the tone of a work environment. Workers only follow suit as they join the company. With adequate conditions laid out, workers will learn and desire to accept responsibilities at their work places. The administrators have the responsibility of setting pace of performance, which creates high productivity and achievement of the organization’s objectives.

Being conversant of the theories X and Y, the implications of leadership style and behavior should be such that allows for respect, trust, mutually shared objectives, open mindedness and relationships among administrators and their subordinates. No human is the master of all things. When people learn from one another, cordial relationships and peaceful atmosphere are created. The above statement does not imply that administrators should not be firm in decision making when necessary. According to Owens et al (2007), “It is essentially collaborative. It is a pattern of leader behavior that is intended to be more effective and productive” (p.119). Nevertheless, every leadership style is appropriate to specific situations, but creating an environment where workers feel good about themselves should be better in an educational setting. Democratic leadership style seems to fit in perfectly. Hewes, D. & Leatherman, J. (2005) states “The democratic leader is a member of the group in spirit, offering choices to the staff and following policies that they have determined together. The democratic leader sets high standards and has clear expectations, helps teachers grow by explaining actions, encourages self-discipline, nurtures teachers and supports their decisions, and believes that cooperation is important” (p.33). Democratic leadership style allows for good relationship building between administrators and employees, which results in accomplishment of the school goals. Personal Leadership Strategy

Considering the two divergent strands of organizational theory of bureaucratic and human relations, the good personal strategy for exercising leadership and influence in the organizational system is collaboration and cooperation. An administrator can have tasks to be done, technology to facilitate the jobs, set up structure of the company and human resource, but without collaborating with individual employees on the basis of their strengths, the organizational system will collapse. Unabridged Dictionary (1987) states, “Collaborating is to work, one with another, to cooperate usually willingly” (p.402, line 3). Owens et al (2007) states, “Those who seek to bring about significant structural rearrangements in the school, such as differentiated staffing plans, must reckon with the people involved and the way they will react to the change” (p.145). Administrators should endeavor to give their subordinates opportunities to be involved in deciding what happens at the job arena. Administrators’ ability to allow teachers participate in the planning and executing of plans makes employees to feel belonging and respected. The performance level of employees’ contribution becomes effective and creative. Tapping into the knowledge of the subordinates by administrators proves that workers are important and leaders believe that they are useful. So, accomplishing stated goals would not be under duress.

In conclusion, collaboration seems to be a good leadership strategy to influence an organizational system in very positive ways. A boss interacting with his employees shares ideas, values and norms. He or she creates opportunities for all staff to be aware of what is needed to achieve success and to work together to improve the quality of jobs done or in the case of a school, improves students’ achievements. Tapping from one another’s knowledge is very much ideal. It makes a leader to be versatile in knowledge and more experienced too. He will be able to function effectively and efficiently in his leadership role.

(Professor Grace Nwosu is an Assistant Professor of Education at Saint Augustine’s College in Raleigh, North Carolina, and can be reached at gracefreds@ipass.net)

Raleigh Area Institutions

University of Phoenix	Strayer University
Saint Augustine’s College	Mount Olive College
North Carolina State University	North Carolina Central University
Campbell University	Wake Technical Community College
University of North Carolina at Chapel Hill	Fayetteville State University
Methodist University	Durham Technical Community College

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