What are the main views on the human nature hypothesis

Human nature hypothesis: Theory X vs. Theory Y

The traditional view (Theory X): employees are inherently lazy, work for a living, avoid responsibility, have no ambition, etc.

New view (Theory Y): Employees are naturally hardworking, capable of self-discipline, willing to take responsibility, creative, and have high-level needs.

Driven by Theory X, managers tend to be at one extreme: leaders and managers may be "stern" and "tough", directing people's behavior by (often disguised) coercion, threats, close surveillance, and tight control. In fact, there are some difficulties with the "tough" approach, as pressure can lead to resistance, such as low production, skillful and effective slacking, and hostility. This is called control management.

With the new perspective, Theory Y, managers focus on creating opportunities, realizing potential, removing barriers, encouraging growth, and providing a mentoring process.

Theory X relies exclusively on external control of human behavior, while Theory Y values reliance on self-control and self-direction. The difference is whether people are treated as children or as adults.

Human Assumptions and Leadership Styles

Human Assumptions and Leadership Styles

Leadership styles refer to the basic ways and styles that characterize the ways in which managers carry out their leadership behaviors.

Human assumptions determine leadership styles. Human nature assumptions, as the cognitive basis of management thinking, management concepts, directly determines the manager's leadership style.

The Contingency View of Leadership. Effective managers should be based on systematic analysis, according to the people, things, time and place, flexible to take a more appropriate leadership style.