Self-Discrepancy Theory by Higgins
Self-discrepancy theory was postulated by Higgins (1987, 1989). The theory identified three main self domains including self, a part that includes the attributes that individuals believe as possessing. The ideal self is the second aspect containing the attributes that individuals believe they want to possess. The last part is ought self, containing the attributes that individuals tend to think they are entailed to anytime (Asthana, 2008). Some models for instance Self-regulatory have been identified as skilful in describing how individuals control their behaviors, thoughts, and feeling, to maintain, or make changes to self. This is done by evaluating the individual reference value (Broadbridge, Maxwell, & Ogden, 2007). Terjesen, Vinnicombe, and Freeman (2007) on their works and research, argue that the ideal-self guides are a mere representation of the attributes that an individual wants to possess.
Therefore, it represents obligations of the individual as well as the duties (Clancy, 2007). It is arguable that in applying the theory to generation cohorts and their take on leadership styles, if an employee’s self-attributes for instance being efficient in delivering effective service to clients) are discrepant with the style of leadership within a given organization then the business professionals will experience dejection-related disappointments and dissatisfactions within the given environment of work (Broadbridge, Maxwell,, & Ogden, 2007). If the employee works at the watch of the leaders, he or she is humiliated as he or she always like having their own time and working out on his or her own without being monitored.
Freedom in the workplace as Terjesen, Vinnicombe, and Freeman (2007) justified says, is the ideal propeller of good relations. When everyone is allowed to think on his or her own and makes the best out of the situation, it means that one can govern his or her innovations and risk to some levels and what Terjesen, Vinnicombe, and Freeman (2007) terms as the progress of an organization. When business professionals are fixed to a narrow view and demanded to follow the same, they are down on morale and try looking for a job in other organizations (Asthana, 2008).
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