Revisiting of Theory X and Y A multilevel analysis of the effects of leaders' managerial assumptions on followers' attitudes

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dc.authorid0000-0001-7703-1807
dc.contributor.authorGurbuz, Sait
dc.contributor.authorSahin, Faruk
dc.contributor.authorKoksal, Onur
dc.date.accessioned2019-08-01T13:38:39Z
dc.date.available2019-08-01T13:38:39Z
dc.date.issued2014
dc.departmentNiğde ÖHÜ
dc.description.abstractPurpose - The purpose of this paper is to investigate the influence of leaders' Theory X and Y managerial assumptions on subordinates' attitudes and behaviors. Design/methodology/approach - Military leaders (n = 50) completed a questionnaire with Theory X and Y scale and their subordinates (n = 150) completed a questionnaire with the scales of satisfaction with leader, affective commitment, and organizational citizenship behavior. The paper used hierarchical linear modeling to test the hypotheses. Findings - The results indicated that the Theory Y management style is significantly and positively associated with subordinates' satisfaction with the leader, affective commitment, and organizational citizenship behaviors. The Theory X management style had a significantly negative impact on subordinates' satisfaction with the leader, but no significant impact on affective commitment and organizational citizenship behavior. The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Research limitations/implications - The sample consisted of military personnel and were predominantly male. This may limit the generalizability of the findings. Practical implications - The findings of the present study suggest that the Theory X and Y managerial assumptions are a worthwhile basis from which to examine several important organizational and individual outcomes. Originality/value - Although McGregor's (1960) Theory X and Y have contributed to management and leadership thinking and practice for many years; empirical studies examining the Theory X and Y managerial assumptions in a work environment are very scarce. By examining the effect of leader's Theory X and Y managerial assumptions on follower's attitudes and behaviors, the study provides important insights for leadership literature.
dc.identifier.doi10.1108/MD-06-2013-0357
dc.identifier.endpage1906
dc.identifier.issn0025-1747
dc.identifier.issn1758-6070
dc.identifier.issue10
dc.identifier.scopus2-s2.0-84927586143
dc.identifier.scopusqualityQ1
dc.identifier.startpage1888
dc.identifier.urihttps://dx.doi.org/10.1108/MD-06-2013-0357
dc.identifier.urihttps://hdl.handle.net/11480/4220
dc.identifier.volume52
dc.identifier.wosWOS:000348347700002
dc.identifier.wosqualityQ2
dc.indekslendigikaynakWeb of Science
dc.indekslendigikaynakScopus
dc.institutionauthor[0-Belirlenecek]
dc.language.isoen
dc.publisherEMERALD GROUP PUBLISHING LIMITED
dc.relation.ispartofMANAGEMENT DECISION
dc.relation.publicationcategoryMakale - Uluslararası Hakemli Dergi - Kurum Öğretim Elemanı
dc.rightsinfo:eu-repo/semantics/closedAccess
dc.subjectAffective commitment
dc.subjectOrganizational citizenship behaviour
dc.subjectSatisfaction with leader
dc.subjectSocial exchange theory
dc.subjectTheory X and Y management styles
dc.subjectMilitary personnel
dc.titleRevisiting of Theory X and Y A multilevel analysis of the effects of leaders' managerial assumptions on followers' attitudes
dc.typeArticle

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