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Theory X & Theory Y

In this lecture Prof. T Prasad discussed about 2 types of manger and employee, Type X and Type Y. The combination can be explained through below table.

Manager Type	Employee Type	Condition Description
X	X	Employee is lazy and manager thinks that employee is lazy.
X	Y	Employee is good but manager think employee is lazy.
Y	X	Employee is lazy but manager think employee is good.
Y	Y	Employee is good and manager think employee is good.

Condition 1:- Employee is lazy and Manager assumes that employee is lazy. This is a condition where both effectiveness and efficiency is compromised. Manager doesn’t motivate employee or try to find the ways to improve employee’s productivity. This condition is degenerative for Organization. We can see this scenario in lot of govt. organizations and this has been major reason for low productivity among them.

Condition 2:- Employee is good but manager think employee is lazy.This condition is also not good. Employee is trying to do his best but he is getting no incentive for that. Manager is not providing proper appreciation and motivation to employee. This results in deteriorating performance by employee, inclining the organization to move towards Condition 1.

Condition 3:- Employee is lazy but manager still treat him like a good employee. He provides proper motivation and feed back to employee, which results in better performance by employee, inclining the organization to move towards Condition 2.This is like Pygmalion phenomenon. ‘Things happen when they are expected’. I have seen similar cases in my company where my manager believed in every employee having some positive quality and that’s the reason they are working in the organization. He provided employee full flexibility to work in the part of the project they were interested in. he also encouraged employee to inculcate other leadership activities via courses facilitated by him and giving employee chance to work in manager’s shoe.

Condition 4:- This is condition for very effective and efficient organization. Employee is good and he is getting proper motivation to strive for better. I had similar experience in my previous organization, where I saw many employee including me transforming in a better person and employee with the help of guidance provided by my manager.

The major learning is that if Manager is of type Y, Organization is bound to move towards excellence irrespective of employee being X or Y type. Though, if employee is of type Y, transition is faster. 

After three monks welcome three Idiots..

Sometimes a picture says more than words. When Dr. Prasad started discussing this picture in class, we had little idea that we can learn this much from this picture. We also simulated this activity in classroom. It was a funfilled exercise full of insights.

Organisations are made of Teams. Good Teamwork is essential for high performance in any business.

“Talent wins games, but teamwork and intelligence wins championships.” – Michael Jordan

Having a talented individual can produce results only partly. For a complete solution/success, we need strong teams. That is why Organisations prefer a Team worker to an individual contributor with no team spirit even if the latter one is much more talented. Even if one person is so capable that he can perform all the tasks individually, an Organisation should not let him, because it will reduce reliability, flexibility and sustainability. There may be cases when that particular person is unavailable, simulated by hanging man in valley crossing exercise. Suddenly there may be some huge workload (two person carrying weight of pole and 3^rd person) or a new work may come where the same person may not be competent enough.

Here, as we see in valley crossing exercise, 3 people have to cross a valley. It is wide enough that they can’t jump to other side. So, they form a Team. They get connected with the help of a pole (metaphor for an organisation). In the end, they are able to cross the valley. It looks simple, but it is not. When we started doing this activity in real, it needed a lot of iterations to complete it successfully. Let me list out the ingredients required for successful completion of this task. These are the same things required for a good team work.

Planning: - Suppose, we are 3 people. We are provided with a pole and we need to cross the valley. Our 1^st step will be to form a Team and formulate the plan. The plan should be focused on how we can leverage our strength as a team. Though, we have already seen the picture, plan was already  out.

Proper communication: - Communication is very important both in Planning and executing period. Everybody needs to understand their role clearly. There should be a smooth flow of communication even at the time of executing task. As, we saw during activity, assuming the solution to be simple, people didn’t allocate proper time to understand their role clearly. It resulted in bad co-ordination. One person moved one step ahead while other person stood at same place. People were hanging on pole in wrong sequence or at wrong time. Though, Task was finally completed with the help of proper communication at the execution time. There may be possibility that while formulating the plan people are not 100% clear about their role, though they think so. Effective initial communication can avoid this situation and proper communication during task performance will ensure a successful task even if there was some gap at 1^st stage.

Responsibility: - Everybody in Team needs to be accountable. Suppose, if one person either in front or back leaves the pole while 2^nd person is hanging in middle, both 2^nd and 3^rd person will not be able to cross the valley.

Trust: - As a Team member, we need to trust other team members. In the valley crossing exercise, if all three people do not trust each other, nobody will get ready to hang on pole in the valley with their life at stake. Trust is build over time and as a manager we must ensure to create an environment where one team member can trust other.

Coordination :- Coordination is the important factor in making the crossing successful. Every team member need to be equidistant. They must move step at same time. They also need to cover equal length in every step. They must be aware of timing when they need to put extra effort, also the amount of extra effort required. For good coordination,Team need to do proper planning, have good communication,take responsibility and trust each other.

Leadership

Definition
The WIKI says: 

Leadership has been described as “a process of social influence in which one person can enlist the aid and support of others in the accomplishment of a common task". Other in-depth definitions of leadership have also emerged.

Leadership is "organizing a group of people to achieve a common goal". The leader may or may not have any formal authority. Studies of leadership have produced theories involving traits, situational interaction, function, behavior, power, vision and values,charisma, and intelligence, among others. Somebody whom

people follow: somebody who guides or directs others.

Corporate Leadership Styles

The organizations generally try to show some distinct style of leadership in order to distinguish themselves among peers. They can be focused on-

Quality

Cost

Profit

Market Share

Ethics

People

Sustainability

Innovation, etc.

to leverage their advantage.

TATAs cash on their ethics image (innovation with NANO too) . RIL uphelds their cut-throat persona. HCL has this employee first attitude. 

 Manager and a Leader

Manager and leader are two completely different roles, although we often use the terms interchangeably. Managers are facilitators of their team members’ success. They ensure that their people have everything they need to be productive and successful; that they’re well trained, happy and have minimal roadblocks in their path; that they’re being groomed for the next level; that they are recognized for great performance and coached through their challenges.

Conversely, a leader can be anyone on the team who has a particular talent, who is creatively thinking out of the box and has a great idea, who has experience in a certain aspect of the business or project that can prove useful to the manager and the team. A leader leads based on strengths, not titles.

The best managers consistently allow different leaders to emerge and inspire their teammates (and themselves!) to the next level.

Changing Leadership Styles

  Leadership can and should be situational, depending on the needs of the team.Sometimes a teammate needs a warm connect. Sometimes the team needs a visionary, a new style of coaching, someone to lead the way or even, on occasion, a kick in the bike shorts. For that reason, great leaders choose their leadership style like a golfer chooses his or her club, with a calculated analysis of the matter at hand, the end goal and the best tool for the job

Here are the six leadership styles Goleman uncovered among the managers he studied, as well as a brief analysis of the effects of each style on the corporate climate:

The pacesetting leader expects and models excellence and self-direction. If this style were summed up in one phrase, it would be “Do as I do, now.” The pacesetting style works best when the team is already motivated and skilled, and the leader needs quick results. Used extensively, however, this style can overwhelm team members and squelch innovation.
The authoritative leader mobilizes the team toward a common vision and focuses on end goals, leaving the means up to each individual. If this style were summed up in one phrase, it would be “Come with me.” The authoritative style works best when the team needs a new vision because circumstances have changed, or when explicit guidance is not required. Authoritative leaders inspire an entrepreneurial spirit and vibrant enthusiasm for the mission. It is not the best fit when the leader is working with a team of experts who know more than him or her  
 The affiliative leader works to create emotional bonds that bring a feeling of bonding and belonging to the organization. If this style were summed up in one phrase, it would be “People come first.” The affiliative style works best in times of stress, when teammates need to heal from a trauma, or when the team needs to rebuild trust. This style should not be used exclusively, because a sole reliance on praise and nurturing can foster mediocre performance and a lack of direction.
The coaching leader develops people for the future. If this style were summed up in one phrase, it would be “Try this.” The coaching style works best when the leader wants to help teammates build lasting personal strengths that make them more successful overall. It is least effective when teammates are defiant and unwilling to change or learn, or if the leader lacks proficiency.
The coercive leader demands immediate compliance. If this style were summed up in one phrase, it would be “Do what I tell you.” The coercive style is most effective in times of crisis, such as in a company turnaround or a takeover attempt, or during an actual emergency like a tornado or a fire. This style can also help control a problem teammate when everything else has failed. However, it should be avoided in almost every other case because it can alienate people and stifle flexibility and inventiveness.
The democratic leader builds consensus through participation. If this style were summed up in one phrase, it would be “What do you think?” The democratic style is most effective when the leader needs the team to buy into or have ownership of a decision, plan, or goal, or if he or she is uncertain and needs fresh ideas from qualified teammates. It is not the best choice in an emergency situation, when time is of the essence for another reason or when teammates are not informed enough to offer sufficient guidance to the leader.

The Point is if you take two cups of authoritative leadership, one cup of democratic, coaching, and affiliative leadership, and a dash of pacesetting and coercive leadership “to taste,” and you lead based on need in a way that elevates and inspires your team, you’ve got an excellent recipe for long-term leadership success with every team in your life.

1. Sources: Wiki; Robyn Benicasa