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In a sense, work is a “necessarily evil” for Theory X subordinates. Work is not a pleasant thing for the subordinates and it isn’t something they are actively interested in pursuing.
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From these two motivational explanations, the Theory X is relevant to authoritarian leadership.Īccording to the Theory X, subordinates are naturally unmotivated. McGregor came up with the contrasting theories: Theory Y and Theory X. In the 1960s, social psychologist Douglas McGregor published his theories on human motivation and how leadership can use it to drive results. The above already pointed out a key theory behind the authoritarian leadership style: the emphasis on motivation. Furthermore, studies conducted by Hay and McBer have later discovered the authoritative leader to have the most positive impact on productivity and job satisfaction. Satisfaction under the benevolent authoritative style remained moderate and production was measured to be good. This is generally something like a financial gain, such as a bonus for meeting sales targets.Īlthough Likert’s findings preferred the participative leadership model as the most productive style, with the highest subordinate satisfaction levels, the authoritarian model can also work. Instead of getting subordinates to complete tasks through the fear of being fired, for example, the leader is using positive rewards. But there is a bit more trust in the subordinates, with the motivation stemming from rewards rather than punishment. Again, the leader is in charge of the decision-making, with the power structure built around a conventional hierarchical model. Likert’s studies showed that people under the framework are able to operate functionally because they are afraid of the reprisal.īut the authoritative or authoritarian style can be more benevolent as well. Furthermore, the leader motivates the subordinates to act solely through a punishment structure. In order to achieve goals, the leader assumes responsibility of guiding the subordinates towards the objectives. In the former style, the leader takes control because lack of trust in the subordinates. But the other end describes the authoritarian model, where the responsibility lies in the hands of the leader.Īccording to Likert’s findings, the authoritative leadership can either manifest as an exploitative or benevolent. At the other end, you have the more participatory styles, where subordinates are able to be part of the process, either through decision-making or consultation. The above management styles are also often referred to as:Īs you can see, the focus of the four styles is on how it deals with power and decision-making. The findings are neatly summarized in the below image: The Liker four-fold model of leadership styles was based on observational and question-based research, with the experiment taking three decades to conclude. He and his colleagues set out to identify how leader’s communicate with subordinates and what behaviors help improve the productivity of industrial organizations. In the 1960s, an American social psychologist Rensis Likert developed a model describing different management and leadership styles.
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The work of Resis Likert and Douglas McGregor has heavily influenced the birth and popularity of the leadership style. While authoritarianism has been around for a long time, the idea of didn’t form into an official leadership style until the publication of a few major studies.
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To understand authoritarian leadership and how it works, you should study the history of it. UNDERSTANDING THE DIFFERENT CONTEXTS OF AUTHORITARIAN LEADERSHIP We’ll also delve into the advantages and disadvantages of the framework, before looking at examples of authoritarian leaders with their weaknesses and strengths. In this guide, we will examine the main concepts behind authoritarian leadership and study the core characteristics of the style and the leaders who use it.