This is basically a theory that values the social fabric of the organizational environment over any sort of rationalized behavioral standard, but still follows basically rational structures for control of the organizational environment through controlling social factors. For example, the manager may hold assumptions about their employees that they are universally lazy and stupid, and therefore adopt behaviors that emphasizes leadership as control rather than teamwork.To the entrepreneur, this above situation would not be effective according to the human relations theory. In contrast, the human relations approach to leadership blends some of the lingering good parts of mechanistic approaches (some organization is necessary) with human relations approaches and makes them stronger and more applicable to reality because of their dualism and their respect for the employee. Typically the true leadership influenced manager, according to the entrepreneur, would start programs that emphasize participation rather than authoritative control, and thus work towards addressing and satisfying the individual needs of the employee. The ultimate hope of the theory is that ultimately this process would wind up with the employee being more productive because they felt they had more of a stake in decision-making. In this way, the employee is valued as an actual human being with ideas and needs rather than a cog in the machine.AWhen I asked the entrepreneur at this point. How Does Entrepreneurial Leadership Motivate Employees.
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