Trust as the Foundation of Effective Management: Between Control and Support in the Context of Douglas McGregor’s Theories X and Y

The article presents a comprehensive analysis of the applicability of Douglas McGregor’s managerial assumptions — Theories X and Y — in the context of contemporary project–based activity and flexible organizational structures. The research is grounded in an interdisciplinary approach, incorporating behavioral economics, management theory, and organizational psychology. Particular attention is given to visual and content analysis of both domestic and international sources that explore the specifics of authoritarian and trust–based management styles, including case studies from Agile, Scrum, and Management 3.0 practices. Key differences between the theories are identified across eight criteria: from types of motivation and control mechanisms to the level of delegation and the expected organizational outcomes. The comparative analysis demonstrates that Theory X remains relevant in environments characterized by high regulation and technological predictability, whereas Theory Y proves effective in creative, distributed, and research–oriented teams with a high level of maturity. The study also considers hybrid management models that combine elements of both theories, enabling the adaptation of leadership style to evolving conditions and workforce characteristics. The article proposes an original classification of employee types based on motivational traits, with a corresponding optimal managerial approach (X, Y, or hybrid). Special emphasis is placed on the role of trust, autonomy, and maturity in shaping a productive organizational culture. This article will be of interest to management researchers, HR professionals, project team leaders, and anyone engaged in the development of flexible leadership styles and organizational behavior under conditions of uncertainty.

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