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UCB Reinforcement

Oh crap! I’ve done it again. I’ve scanned the horizon and found more evidence to further cement my Unshakable Cognitive Burden. I’ve started reading the classic “Human Side Of Enterprise“. It’s a classic because it was written in 1960 by Douglas McGregor and much of it remains relevant today – over 50 years later.

At the beginning of the book, Mr. McGregor asks his targeted audience, corporate managers, to truly “tune in” the next time they’re at a policy making meeting. By “tune in“, he means “listen to what hidden, implicit assumptions about human behavior are embedded within the discussions“.

Mr. McGregor asserts that the probability is high that policy discussions will be based on the assumption that those who will be affected by the policy are stupid, lazy, and not-to-be-trusted people. Has your personal experience indicated that he was, and still is, right?

  1. May 23, 2011 at 9:04 pm

    Continuing with our list of the 25 models frameworks and theories that every leader needs to know let s look at 5 theories or models of leadership. Again these aren t the only descriptions and frameworks available but I believe these 5 really help us make sense of our role as the leader .1.Theory X Theory Y Douglas McGregor an American social psychologist proposed this theory in 1960 and it remains relevant almost 50 years later. McGregor felt there were two competing assumptions about work Theory X which states that human inherently dislike work and will try to avoid it where possible and Theory Y which says that people view work as naturally as they do play and rest and will expend the same amount of energy in their work as they would in their private lives. Both Theory X and Y have corresponding management styles and objectives based on the premise of making people work or helping them find meaning in their work. McGregor believed that Theory Y was the preferable management model of course but he felt it was difficult to implement in large organizations. Psychologists and researchers are still debating the theories today and many believe empowerment is the bridge to Theory Y. Something to think about if you lead large organizations . .2.Situational Leadership Ken Blanchard and Paul Hersey developed this classic model of leadership based on the premise that leaders must use different styles depending on the situation. There are two primary leadership dimensions in the model support and direction. Blanchard and Hersey believe these dimensions are applied in four main situations as follows Telling Directing where the leader defines the task and role and supervises people closely in other words high task focus low relationship focus Selling Coaching where the leader still defines the role but seeks suggestions and ideas from the employee and coaches more actively high task high relationship focus Participating Supporting where the leader gives day-to-day responsibility to the employee and spends her time supporting the employee – low task high relationship focus and Delegating where the leader is mostly out of the day-to-day picture and the employee is really in charge of determining how to get the leader involved low task low relationship focus . Situational leadership has had a long and storied history and is still taught extensively in leadership programs around the world. . .3.Servant Leadership In 1970 Robert Greenleaf an ATT executive coined this phrase in an essay entitled The Servant as Leader . Since then it has picked up a following as a model of leadership that many embrace as the final phase in a leader s development. It s an altruistic principle that describes the leader as being in full service to his or her employees. The idea is that a servant leader is focused on removing barriers developing people s skills or careers etc.

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