Douglas McGregor’s theory of X and Y established the early foundation for the servant leadership approach. The idea of X and Y leadership styles actually originates from the work of Abraham Maslow and Frederick Herzberg, who developed the classic motivation-hygiene theory. In their work, they proposed that two different approaches were needed to motivate people in the workplace — X and Y. The X leadership approach was based on a hierarchical and authoritarian structure, while the Y approach was more participative and egalitarian.
McGregor built upon the ideas of Maslow and Herzberg and went on to create the X and Y Theory of leadership. According to his theory, X is the traditional, autocratic approach of leadership which assumes that workers are lazy, uncooperative and unmotivated. McGregor proposed that under this type of leadership, workers must be controlled, directed and supervised if they are to achieve desired goals and objectives. On the other hand, Y is the more modern, participative style of leadership which assumes that workers are ambitious, creative, and eager to contribute to the success of the organization.
Since the publication of McGregor’s X and Y Theory, leadership theorists have been re-evaluating the structure and style of leadership. As a result of this re-evaluation, the idea of servant leadership was developed. Servant leadership is based on a different set of assumptions and beliefs than the traditional X and Y Theory. While McGregor’s X and Y Theory was based on the idea that leaders must direct and control the workers in order to be successful, the Servant Leadership approach is based on the idea that leaders need to serve their followers rather than controlling them. In other words, leaders should put the needs of the followers above their own and serve as mentors to help their followers develop.
The Servant Leadership model calls for leaders to focus on the well-being of their followers and to build relationships with them. The goal is to help the followers realize their potential in order to improve the organization’s productivity. A key component of Servant Leadership is building trust with followers, which creates a feeling of community, cooperation and collaboration. The leader works with the followers to define and achieve collective goals. Additionally, the leader listens to the needs and interests of the followers, provides feedback and helps them develop their skills.
The concept of Servant Leadership has been embraced and endorsed by a variety of organizations and individuals. Perhaps the most well-known proponent of Servant Leadership is Robert Greenleaf, founder of The Greenleaf Center for Servant Leadership. Greenleaf was a former executive at AT&T and believed that leaders had an obligation to serve their followers. He dedicated his life to promoting the idea of Servant Leadership and in 1970, he published his book, The Servant as Leader, in which he outlined the core concepts and practices of this leadership style.
Over the past five decades, the idea of Servant Leadership has become increasingly popular among business leaders, politicians, and other individuals in positions of power. The idea of putting the needs of others before oneself has resonated with many, leading to organizations adopting Servant Leadership as their primary leadership style.
In conclusion, Douglas McGregor’s X and Y Theory of leadership served as the foundation for the development of the Servant Leadership approach. It provided the basis for re-evaluating the traditional style of leadership and eventually led to the establishment of the Servant Leadership model. The idea of Servant Leadership encourages leaders to put the needs of the followers first, while helping them develop their skills and achieve their goals. As a result, this model has become increasingly popular and has been embraced by a variety of organizations.
