motivational analysis of organizations

Benevolent, Critical, and Self-Dispensing Styles
Another way of looking at supervisory and leadership styles (Rao & Satia, 1978) has
been used in various countries with satisfactory results. This classification was
influenced by McClelland’s (1975) work on institution builders and institutional
managers and by Stewart’s concept of psychosocial maturity (McClelland, 1975). In this
concept, leadership or supervisory styles stem from three mutually exclusive
orientations: benevolent, critical, and self-dispensing.
Benevolent Supervisor. This type protects subordinates, continually tells them what
they should and should not do, and comes to their rescue whenever needed. Such
supervisors cater to subordinates’ needs for security and generally are liked by their
employees. They are effective as long as they are physically present. In their absence,
workers may experience a lack of direction and motivation. Such supervisors tend to
have dependent followers, and initiative-taking behavior may not be reinforced.
Critical Supervisor. This type takes a critical approach to employees and does not
tolerate mistakes, low-quality work, undisciplined behavior, or individual peculiarities.
Finding mistakes, criticizing subordinates, and making them feel incompetent are
characteristic behaviors of critical managers. Subordinates may produce acceptable
work out of fear, but they do not like this type of manager.
Self-Dispensing Supervisor. This type has confidence in the subordinates, helps
them to set broad goals, and allows them to work on their own. Guidance is provided
only when requested by subordinates. Competent workers who have this kind of
supervision are likely to feel confident about their work. They are free to work both
independently and interdependently with their colleagues.
Institutional Supervisor
Closely related to the self-dispensing supervisor is what McClelland and Burnham
(1976) refer to as an institutional supervisor, because this type is involved in developing
the department or unit. Such supervisors are also called institution builders, because they
ensure the growth and development of their units and subordinates by incorporating
processes that help people to give their best and to grow with the organization.
McClelland and Burnham identify the following characteristics of institutional
supervisors:
1. They are organization oriented and tend to join organizations and feel
responsible for building them.
2. They are disciplined to work and enjoy their work.
3. They are willing to sacrifice some of their own self-interests for the welfare of
the organization.
4. They have a keen sense of justice.
166 ❘❚
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer