Work is evolving. As a result, leadership practices and standards are evolving as well.

The modern manager understands how to delegate tasks, inspire trust in their team
members, and encourage them to provide their best work and ideas. However, there
are instances when management is less about showing leadership and more about
rigidly enforcing regulations and closely monitoring productivity.
Every firm relies on its people to succeed, and the more motivated and creatively
inclined the workforce as a whole is permitted to grow, the more creative ideas are
directed towards the organization. Managers may be more likely to foster the growth of
the human resource in an environment where innovation is appreciated.
By putting theory into practice, Douglas McGregor aimed to improve employee
productivity in the workplace when he created the management theories X and Y. In
order to get insight into the thoughts of his staff, he employed his understanding of
psychology and other fields of the behavioral sciences. He reasoned that by
comprehending the motives and wants of the average person, he would be able to
develop a theory of how they view work and how they would react to certain stimuli.
Before assuming that two leadership models are similar, it is crucial to understand the
relationships between them as the instruments for measuring the majority of
contemporary leadership models have never been reconciled.
Although McGregor himself confuses and overlaid his distinction between theories X &
Y with a second, very different distinction, this leads to misunderstanding. This is a
contrast between ideas about the nature of human relations, or more specifically,
regarding the causes of conflict between people, rather than beliefs about human
nature. Human conflicts are always the result of misunderstandings.
Eliminate the erroneous beliefs that people harbor, and a humanity will revert to its
natural state of peace.