Leadership Style
- Theory X Theory Y
‘Leadership Styles’ is an assessment tool to explore leadership behaviours to reflect and adjust leadership approaches.
A video describing the 'Leadership Style Assessment' by the creator of the assessment, Dr Ranjan De Silva will be uploaded here.
The Concept
Developed by social psychologist Douglas McGregor, Theory X and Theory Y offer contrasting views on workplace leadership and employee motivation. These theories, introduced in the 1960s, serve as a foundational framework for analysing and improving organisational behaviour.
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Theory X assumes that employees inherently dislike work and need to be closely supervised or coerced into achieving objectives. Managers operating under Theory X tend to be authoritarian, relying on strict rules, control, and monitoring to ensure compliance and productivity. This approach is rooted in the belief that workers are driven primarily by extrinsic rewards or the fear of punishment.
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Theory Y, on the other hand, takes a more optimistic view. It suggests that employees are intrinsically motivated, capable of self-direction, and eager to take responsibility when provided with the right conditions. Managers embracing Theory Y adopt a participative leadership style, fostering collaboration, trust, and opportunities for growth and creativity within their teams.​
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McGregor's work highlights how these perspectives influence organizational culture and leadership effectiveness. Striking the right balance between these theories is key to developing purposeful leadership and fostering meaningful organizational change.
Leadership Style Assessment
This assessment is designed to provide a dual-layered analysis of leadership dynamics, grounded in Theory X and Theory Y. The first part evaluates the leadership style of the respondent's boss through two perspectives: the current style as perceived by the respondent and the desired style the respondent wishes to experience. The second part identifies the leadership style that best works for the respondent, considering their unique contextual realities. By integrating these insights, the tool fosters a deeper understanding of leadership effectiveness and highlights opportunities for alignment and adaptability, enabling purposeful and impactful leadership development.
Is our leadership style inherited at birth or acquired during our life?
Leadership style is largely acquired through life experiences rather than inherited at birth. While certain personality traits may have a genetic component, the development of leadership skills and styles is profoundly influenced by environmental factors, education, mentorship, and personal experiences. As individuals navigate various social and professional contexts, they adapt and refine their leadership approaches, drawing from both intrinsic qualities and learned behaviours. This dynamic interplay between nature and nurture underscores the importance of continuous learning and adaptability for effective leadership.
Three mental activities and the Leadership Style assessment
The Three Mental Activities
We have a distinct mix of conative energy for engaging, cognitive energy for thinking and affective energy for feeling to produce purposeful action.
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The cognitive (thinking) part is concerned with IQ, skills, reason, knowledge, experience and education.
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The affective (feeling) part is concerned with desires, motivation, attitudes, preferences, emotions, and values.
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The conative (doing) part is concerned with drive, necessity, innate force, instinct, mental energy and talents.
While there are many assessment tools for cognitive and affective mental activities, diagnostic tools available for conative assessments are rare. Here are some examples;
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Cognitive assessments such as TOEFL and ILETS evaluate intelligence and what we have learned. It assesses knowledge and skills and our ability to remember and understand.
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Affective assessments are personality tests such as Myers Briggs Type Indicator, Predictive Index and DiSC evaluate our social and cultural preferences, how we FEEL and what interests us.
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Conative assessments such as the Kolbe Indexes and the Natural Ability assessment evaluate natural abilities and instinctive talents we were born with and identify the way we act and behave.
How is the Leadership Style Assessment distinctive?
The 'Leadership Style' assessment uniquely integrates cognitive, affective, and conative dimensions to provide a comprehensive analysis of leadership dynamics. While the cognitive aspect evaluates IQ, skills, and knowledge, the affective dimension delves into desires, motivation, and values, and the conative part examines drive, instinct, and mental energy. Among these, the affective dimension is most relevant to Theory X and Theory Y, as it directly addresses attitudes, motivation, and preferences that underpin these theories. Theory X aligns with extrinsic motivation and control, whereas Theory Y emphasizes intrinsic motivation and self-direction. By focusing on the affective aspects, the assessment captures the essence of McGregor's theories, highlighting how leaders' attitudes and motivations shape their approach to managing teams.
The Four Leadership Styles
Benefits of Knowing Our Leadership Style
The FourLeadership Styles
While we develop our leadership style throughout our lives, we must also navigate the unique leadership styles of our bosses, colleagues, and direct reports. It is more effective to reflect on each person's behaviour and respond to it, rather than relying on a formula based solely on their style. Therefore, consider the descriptions of each leadership style below as general guidelines rather than exact prescriptions for your responses. Observe behaviours, reflect on them, act, reflect again, and continuously refine your responses through an ongoing Action-Inquiry process.
Strong Theory Y Leadership Style
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Self: As a Strong Theory Y leader, you empower your team members, encourage idea generation, and provide opportunities for growth and self-direction. You foster a collaborative and trusting environment.
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Boss: When your boss is Strong Theory Y, you thrive by taking initiative, participating in decision-making processes, and embracing the autonomy they provide. You align with their supportive and innovative approach.
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Colleagues: When colleagues are Strong Theory Y, you actively collaborate, share ideas, and support each other's growth. You engage in open communication and contribute to a positive and inclusive environment.
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Direct Reports: When direct reports are Strong Theory Y, you empower them by delegating bigger responsibilities, involving them in idea generation, and encouraging their creativity and self-direction. They thrive in an environment that values their input and autonomy.
General Theory Y Leadership Style
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Self: As a General Theory Y leader, you balance guidance with autonomy, fostering a supportive and engaging work environment. You encourage collaboration and value your team's contributions.
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Boss: When your boss is General Theory Y, you adapt by seeking their guidance while taking initiative and contributing to a positive atmosphere. You align with their balanced approach to leadership.
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Colleagues: When colleagues are General Theory Y, you promote collaboration and value each other's input. You support teamwork and contribute to a constructive work environment.
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Direct Reports: When direct reports are General Theory Y, you support them by providing guidance and opportunities for professional development. You encourage their autonomy and value their contributions to the team.
General Theory X Leadership Style
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Self: As a General Theory X leader, you maintain control and oversight to ensure productivity. You set clear expectations and closely monitor performance to achieve organizational goals.
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Boss: When your boss is General Theory X, you adapt by ensuring you meet their clear expectations and adhere to their structured guidelines. You focus on delivering results efficiently and maintaining high standards to align with their supervisory approach.
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Colleagues: When colleagues are General Theory X, you work within their structured and disciplined framework. You collaborate by respecting their need for order and accountability, ensuring that your contributions meet their high standards and clear directives.
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Direct Reports: When direct reports are General Theory X, you can ensure compliance and productivity by setting clear expectations and closely monitoring their performance. You provide structure and oversight to achieve organizational goals.
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Strong Theory X Leadership Style
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Self: As a Strong Theory X leader, you believe that strict control and supervision are necessary to ensure productivity. You rely on authoritative measures and clear rules to manage your team effectively.
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Boss: When your boss is Strong Theory X, you adapt by strictly adhering to their rules and guidelines. You ensure that your work is compliant with their stringent oversight and focus on delivering results efficiently to meet their high expectations.
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Colleagues: When colleagues are Strong Theory X, you navigate their authoritative style by respecting their need for strict control and adherence to rules. You ensure that your interactions and contributions align with their stringent oversight and clear directives.
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Direct Reports: When direct reports are Strong Theory X, you can ensure tasks are completed efficiently by heavily monitoring their activities and driving them through fear of punishment or desire for rewards. You maintain strict control and provide clear rules to achieve results.
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To become a Purposeful self
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Self-Awareness and Growth: Recognizing your own leadership style allows for self-reflection and personal development, enabling you to leverage your strengths and address areas for improvement.
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Enhanced Communication: Understanding the leadership style of your boss helps tailor your communication to align with their expectations and preferences, fostering clearer and more effective interactions.
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Taking Ownership: Knowing preferred leadership styles fosters a culture of accountability and proactive engagement, where team members feel responsible for their contributions and are encouraged to take initiative.
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Personal Development: Awareness of leadership styles promotes continuous self-improvement, emotional intelligence, and personal growth.
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Professional Development: Leaders can tailor development opportunities to match the learning styles and career aspirations of their team members, supporting structured career progression plans.
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To become a purposeful people/team leader
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Team Alignment: Knowing the preferred leadership style of your direct reports helps create a supportive and motivating work environment, enhancing team cohesion and productivity.
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Conflict Resolution: Awareness of different leadership styles aids in anticipating and mitigating potential conflicts, promoting a harmonious workplace.
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Empowerment: Understanding leadership styles helps identify opportunities to delegate tasks effectively, empowering team members to take ownership of their work and boosting their confidence in their abilities and decision-making.
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Motivational Rewards and Recognition: Tailoring rewards to match leadership styles ensures that recognition is meaningful and motivating for each team member, fostering a culture of celebration and success.
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To become a purposeful organisation/business
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Strategic Adaptability: By understanding various leadership styles, you can adapt your approach to different situations and individuals, leading to more effective and dynamic leadership.
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Informed Decision-Making: Insight into leadership styles provides a framework for making informed decisions that consider the diverse needs and motivations of all team members.
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Clarity and Precision in Communication: Adapting communication styles to match leadership preferences ensures messages are clear and well-received, fostering a culture of active listening.
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Transparency in Information Sharing: Understanding leadership styles encourages transparent information sharing, building trust within the team and ensuring effective dissemination of information.
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Creativity and Innovation in Idea Generation: Leaders can create an environment that nurtures creativity by aligning their style with team members' innovative tendencies and promoting collaborative brainstorming sessions.
How to use the Leadership Style report
The Leadership Style report, along with your responses, serves as a valuable tool for reflection and personal development. Save your responses to review them later, seek input from trusted advisors, and make informed decisions about changing your behaviours. Additionally, encourage your direct reports to take the assessment to gain insights into how you are perceived and understand their expectations of your leadership. This report can be a powerful reference for conversations with your boss, direct reports, or colleagues.
For Individuals:
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Understand Your Leadership Style: Use the report to gain a deeper understanding of your leadership style and select education, development, and career options that align with your strengths and areas for growth.
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Analyse Performance: Evaluate your performance by considering your leadership style and responsibilities. Identify root causes for performance gaps and take appropriate corrective actions.
For Organizations:
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Recruitment and Placement: Assess the leadership styles of candidates to make better recruitment, placement, and promotion decisions by matching job requirements with the right leadership attributes.
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Team Formulation: Ensure teams are composed of members with leadership styles that suit the team's scope and objectives, fostering a harmonious and effective work environment.
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Organizational Development: Evaluate the leadership styles of team members to identify root causes of business issues. Make informed decisions regarding role allocation, job switching, re-organization, coaching, mentoring, and training to enhance overall organizational effectiveness.
By leveraging the insights from the Leadership Style report, both individuals and organizations can foster a culture of continuous improvement and effective leadership.
How to respond to assessment results
The results of this assessment may be complementary or may highlight areas for improvement. Regardless of the outcome, it is crucial to use the report as both a reflective and developmental tool. If the results resonate with your view of leadership, take time to reflect on how you developed your leadership style and identify ways to further enhance it. If the results do not align with your perception of your leadership style, it is important to reflect, revisit the assessment questionnaire, and seek to understand the discrepancies. This process will help you gain deeper self-awareness and correct any misperceptions. Feel free to repeat the assessment if you believe you did not fully engage with it the first time. Ultimately, the goal is to learn and grow from the insights provided by the assessment report.
Taking the Leadership Styles Assessment
The Leadership Style assessment is straightforward and user-friendly. Respondents select one of six options, ranging from "Always" to "Never," for 15 statements in each of the three sections: the manager’s current leadership behaviours, the desired leadership behaviours of the manager, and the leadership behaviours that work best for the respondent. The assessment typically takes about 20 minutes to complete, although the time may vary depending on how quickly respondents make their selections. We employ adaptive testing to ensure the results are practically relevant and tailored to each individual's context. Below is a sample of the questionnaire.
A section of the questionnaire
The Leadership Style Brief Report – Complimentary
We are pleased to offer you the Leadership Style Brief Report free of charge. Given below is a sample of the brief report.
The Leadership Style Comprehensive Report – at a Nominal Fee
If you would like to know more about your Leadership Style, you can get a comprehensive report at a fee of $ 10. Please click here to download a sample report to examine the format of information that will be available to you.
What Inspired the Creation of Purposeful Leadership Assessments?
Douglas McGregor, in 1966, pioneered the Theory X and Theory Y assessment, offering foundational insights into workplace leadership and employee motivation. Dr. Ranjan De Silva has critically examined and refined this concept over the past 25 years through his extensive leadership development work. He customized it to suit the practical realities of his clients, resulting in the creation of the ‘Leadership Style’ assessment. This tool has been developed by Dr. De Silva to help clients understand their leadership style, enabling them to develop themselves and their teams effectively as part of his leadership development practice.
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Please click here, and fill out the request form, If you would like to;
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invest in the comprehensive report for a deeper exploration at a nominal fee of $ 10 per report, and/or,
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to receive a discounted rate, if you have more than 10 participants to take the assessments, and/or,
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if you would like to recommend this assessment to family, friends or colleagues - we will send them a link through email, and/or
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to discuss your personal, team, business issues to explore solutions (diagnostics, assessments, consulting, coaching, training and follow up support).
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