Neither ProQuest nor its licensors make any representations or warranties with respect to the translations. This functionality is provided solely for your convenience and is in no way intended to replace human translation. You have requested 'on-the-fly' machine translation of selected content from our databases. In one of the two prior, unsuccessful attempts to link Theory XA7 attitudes to job performance, Fiman (1973) did not distinguish between XA7 attitudes and XA7 behaviors, and upon examining across-individual data, found a correlation with individual. The current research is the first inquiry to establish an empirical relationship between McGregor's (1960) Theory XA7 assumptions and job performance using a multilevel, multi-sourced methodology which controls for within-group variance by employing hierarchical linear modeling. Second, the methodological approach employed in previous substantive studies examined the incorrect unit of analysis: rather than using an acrossindividual correlational design, a multilevel, multi-source individual/workgroup analysis was needed.

The three prior studies that have made this distinction were recently conducted solely to develop construct-valid measures of both XA7 attitudes and XA7 behaviors (Kopelman et al., 2008 Kopelman et ai, 2010 Kopelman el ai, 2012). First, there has been a failure to distinguish between Theoiy XA7 attitudes and Theoiy XA7 behaviors. There are two highly plausible reasons why prior research has not empirically supported McGregor's (1960) Theoiy X and Theoiy Y (or, for brevity, Theoiy XA7) with regard to job performance.

Yet, McGregor's (1960) assumption that employees perform better under managers who advance self-direction and self-motivation is widelyaccepted and espoused by managers in organizations and management writers. However, the impact between X/Y attitudes and job performance has never been empirically substantiated. Miner (2003) found that McGregor's (1957 1960/1985 1966 1967) (hereafter, for brevity, cited as McGregor, 1960) Theory X and Theory Y was tied for second place as the most well-known theory in organizational behavior out of the universe of 73 theories. More than forty years later, Miner (2003) surveyed subject matter experts (past presidents of the Academy of Management and editors and journal review board members of two prominent publications, AMJ and AMR), to ascertain their familiarity with and their rated importance (theoretical utility and practical relevance) of 73 organizational behavior (broadly defined) theories. McGregor's ideas about Theory X and Theory Y were first articulated in his article, 'The Human Side of Enterprise,' (McGregor, 1957) and were expanded upon in his book with the same title (McGregor, 1960). ' is discovered, explored for a while, and then usually abandoned when the going gets rough or uninteresting.' (Ring, 1967: 120)

Mcgregor theory x and y leadership