LEADERSHIP STYLES AT THE ST. LUKE'S NURSING HOME

Perceptions, in this instance, do not refer to an decision maker's opinions of specific individuals. Rather, these perceptions refer to an administrator's views on human universes in the main as they function within organizational environments.

Douglas McGregor (1960, pp. 3060) put all management styles into one of two basic groups. McGregor (1960, pp. 3060) designated these two groups as theory X and Theory Y. Essentially, Theory X and Theory Y represent the polar extremes of managerial perceptions of an organizations' human resources. In actual practice, approximately croakership styles credibly fall at some point between the two extremes (Sisk, 1992, p. 244).

Theory X is a workcentered approach. Thus, as a leadership style, it may be said to be task oriented. There argon three essential assumptions which be implicit in Theory X. These assumptions ar as follows (McGregor, 1960, pp. 3234):

1. The average human being has an inherent disfavor of work, and, where possible, in organizational environments, will attempt to avoid work. This assumption causes most administrators with an extreme Theory X orientation to be authoritarian, and to put on that an adversarial relationship exists between management and subordinates.

2. Because most humans dislike work, most people must be coerced, controlled, directed, or peril with punishment, in order to cause them to expen

1. The expenditure of effort in work is as familiar as play or rest. Administrators holding this assumption are less likely to exercise an authoritarian style of management.

A Theory X approach to administration would likely lead to unhappy outcomes for a wellness trade administrator in her or his relationships within any of the playersthe general public, the governing board, the overlord staff, or organizational subordinatesin the modern health sell environment.

While a Theory Y approach is indicated for the health care administrator, an extreme version of this concept should not be adopted by the health care administrator. The accountability requirements being imposed on health care institutions in the contemporary health care environment dictate that health care administrators pay some heed to task responsibilities.

Based on the conflicting assumptions of Theory X and Theory Y, it may be postulated that, in general, a Theory X administrator thinks that he or she must somehow force unwilling employees to do the work necessary to reach organizational goals. By contrast, it may be postulated that the Theory Y administrator thinks that employees will voluntarily exert the effort required to reach organizational goals, if the administrator makes it known to employees that all of them will be adequately rewarded, if the goals are attained. A Theory Y administrator, thus, will decentralize and depute authority, where a Theory X administrator will not.

4. infra the right conditions, the average human learns to both accept and attempt responsibility. Administrators holding this assumption tend to encourage participative management programs.

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