Chapter 17. Motivating to Peak Performance
Drucker emphasized that Theory Y, or any permissive, open, or worker-shared leadership style, necessitated additional responsibilities and effort for both leader and worker for two main reasons. First, the emphasis was no longer on obedience to the leader but on performance, and achieving performance was far more complex. As a corollary, the worker was expected to contribute significantly to the goal set by the leader.
The word performance does not adequately describe what Drucker had in mind. The considerable additional effort on the part of both leader and worker must lead to positive results, or the investment, risk, and effort involved is inefficient and wasteful—and Theory X would probably obtain ...
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