Further more the definitions suggest that there need to be an" invisible force" to push people to do something in return. It could also be deduced from the definition that having a motivated work force or an environment in which high levels of motivation are maintained remains a challenge for today's management. This challenge may emanate from the simple fact that motivation is not a fixed trait -as it could change with changes in personal, psychological, financial or social factors
Against this background, this paper examines this paper examines how different leadership styles changes with respect to the practical application of Theory X and theory Y. The first part of the paper examines theory X and Theory Y, while the second part if the paper looks at different leadership styles. In the third part of the paper, looks at and presents relevant conclusions and recommendations.
According to Mac Gregory in this theory, management assumes employees are inherently lazy and will avoid work if they can. The researcher posits further that workers inherently dislike work need to be closely supervised through a comprehensive system of control. The theory X of Mac Gregory further assumes that, a hierarchical structure is needed with narrow span of control at each level. According to this theory, employees will show little ambition without an enticing incentive program and will avoid responsibility whenever they can. Leadership in Theory X tends to believe that everything must end in blaming someone. He or she thinks all prospective employees are only out for themselves (Friedlander, 1966).
1.2 Theory Y
As opposed to theory X, Mac posits that, employees are ambitious, self-motivated, and exercise self-control. Mac stipulates further that employees enjoy their mental and physical work duties. A Theory Y leader believes that, given the right conditions, most people will want to put in the best effort to do their work effectively. Leaders of theory Y believe that the satisfaction of doing a good job is a strong motivation. Many people interpret Theory Y as a positive set of beliefs about workers. A close reading of The Human Side of Enterprise reveals that McGregor simply argues for managers to be open to a more positive view of workers and the possibilities that this creates. Theory X and Y are not different ends of the same continuum. Rather they are two different continua in themselves. Thus,