Theory X and Theory Y

A reluctance to delegate might arise from the manager’s belief in, and set of assumptions about, human nature and behaviour. The Theory X manager believes that people have an inherent dislike of work, wish to avoid responsibility, and must be coerced, controlled, directed, and threatened with punishment in order to achieve results. Such a manager is likely, therefore, to be interested in only limited schemes of delegation, within clearly defined limits and with an easy system of reward and punishment.

On the other hand, the Theory Y manager believes that people find work a natural and rewarding activity, they learn to accept and to seek responsibility, and they will respond positively to opportunities for personal growth and to sympathetic leadership. Such a manager is more likely to be interested in wider schemes of delegation based on consultation with subordinates, and with responsibility willingly accepted out of personal commitment.