Implicit managerial theories about followers and customers

Abstract

Purpose The purpose of this paper is to take a new look at an old idea: since McGregor’s work in the 1960s, it is common knowledge that managers’ implicit theories about their followers can have self-fulfilling consequences. Surprisingly, McGregor’s work has largely remained within the bounds of employee motivation and has not met with a wide response in related fields such as service management. Assuming that managers do not only hold implicit theories of their followers but also of their customers (i.e. implicit customer theories), this paper transfers McGregor’s Theory X and Theory Y to the service context. It further derives a framework of possible consistencies and inconsistencies between management styles and service strategies, depending on implicit managerial theories about the average employee and customer. Design/methodology/approach This conceptual paper integrates a management classic, current empirical findings, and media reports into a new line of thought. Findings This paper develops and undergirds the thesis that it is conducive to the development of trustful and productive relationships both with customers and followers if managers proceed from confident assumptions about them, thereby activating virtuous circles instead of vicious cycles. Originality/value This paper links concepts from the organizational domain to the service domain. It implies a normative component in arguing for the productive potential of positive and the destructive potential of negative assumptions about both followers and customers. The value of this idea lies in the potential for positive relational dynamics and better customer and workplace relationships.