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What is Theory X

Chapter 12
Encyclopedia of Strategic Leadership and Management
Theory X refers to a set of assumptions that theory X persons may possess. People who are considered theory X persons inherently dislike work and will avoid it if they can. Because of this characteristically human dislike of work, most people must be coerced, controlled, threatened in the interest of organizational objectives. Leaders must change their roles when dealing with theory X persons. Now their roles should be that of directors or coaches. These two roles work best with theory X persons in today’s organizations.
Published in Chapter:
Digital Leadership in the New Century
Viktor Wang (Florida Atlantic University, USA) and Geraldine Torrisi-Steele (Griffith University, Australia)
Copyright: © 2017 |Pages: 17
DOI: 10.4018/978-1-5225-1049-9.ch012
Abstract
The emergence of information and communication technologies have impacted greatly on organizations and subsequently their leaders. The virtual context in which many leaders now operate both provides opportunities and poses challenges. The virtual environment, demands that leaders develop some different practices but this is not to say that traditional leadership has no place in the new virtual environment. Rather, the traditional leadership theories and leadership styles studied previously conceptualized by researchers and scholars enhances electronic leadership (e-leadership). E-leadership is supported by Rogers' facilitative leadership. It is important to realize that leadership theories are not ideologies that must be followed to the letter but rather that leadership theories can be applied in part or in whole. In the present chapter the authors consider the relevance of existing leadership theories to e-leadership, highlight the impact of technologies on leadership practice, and raise discussion around e-leadership challenges, and key e-leadership skills.
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More Results
Chapter 125
Traditional Leadership in Light of E-HRMS
Theory X refers to a set of assumptions that theory X persons may possess. People who are considered theory X persons inherently dislike work and will avoid it if they can. Because of this characteristically human dislike of work, most people must be coerced, controlled, or threatened in the interest of organizational objectives. Leaders must change their roles when dealing with theory X persons. Now their roles should be that of directors or coaches. These two roles work best with theory X persons in today’s organizations.
Published in Chapter: Traditional Leadership in Light of E-HRMS; From: Encyclopedia of Human Resources Information Systems: Challenges in e-HRM
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Chapter 12
Dealing With Mavericks in the Workplace
A theory measuring people’s work motivation. It complements Theory Y. Douglas McGregor created these theories in the 1960s while he was working at the MIT Sloan School of Management. This theory assumes that people dislikes work, that they avoid it, and that they lack ambition and initiative.
Published in Chapter: Dealing With Mavericks in the Workplace; From: Perspectives on Women in Management and the Global Labor Market
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Chapter 2
E-Leadership in the New Century
Theory X refers to a set of assumptions that theory X persons may possess. People who are considered theory X persons inherently dislike work and will avoid it if they can. Because of this characteristically human dislike of work, most people must be coerced, controlled, threatened in the interest of organizational objectives. Leaders must change their roles when dealing with theory X persons. Now their roles should be that of directors or coaches. These two roles work best with theory X persons in today’s organizations.
Published in Chapter: E-Leadership in the New Century; From: Encyclopedia of E-Leadership, Counseling and Training
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Chapter 37
Leadership in the Third Wave
Theory X refers to a set of assumptions that theory X persons may possess. People who are considered theory X persons inherently dislike work and will avoid it if they can. Because of this characteristically human dislike of work, most people must be coerced, controlled, threatened in the interest of organizational objectives. Leaders must change their roles when dealing with theory X persons. Now their roles should be that of directors or coaches. These two roles work best with theory X persons in today’s organizations.
Published in Chapter: Leadership in the Third Wave; From: Handbook of Research on Education and Technology in a Changing Society
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