Larry Page: From X to Y

Medina Braha

Abstract


Theory X and Theory Y represent assumptions on manager’s attitude towards human nature and behavior. Theory X assumes a negative manager attitude, while Theory Y assumes the opposite. Accordingly, Douglas McGregor, founder of this theory, believed X-type leaders should convert to Y-types if they are to motivate and perform successfully. This work aims to provide real-life support of McGregor’s assumption through a case study on the leadership profile of Larry Page, co-founder and twice CEO of Google and current CEO of Alphabet. Page’s leadership profile drawn from this analysis acts in favor of Theory Y’s assumptions, howev-er, transfer from X appears to have taken place beforehand. The conversion appears to be associated with the benefits anticipated by McGregor.


Keywords


Theory X and Theory Y, leadership style, human nature and behavior, organizational culture, leader attitude, leadership effectiveness

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