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topic_5_participative_leadership.pptxBUSM 4177 / 4194 Leading for Change
Topic 5: Participative Leadership
Sometimes called “empowering leadership”
Learning Objectives
Participative Leadership:
Understand different forms of participative leadership and empowerment.
Understand the major findings in research on consequences of participative leadership.
Understand the situations in which participative leadership is most likely to be effective.
Understand procedures for the effective use of consultation.
Understand the potential benefits and risks of delegation.
Understand when and how to use delegation effectively.
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Types of Participative Leadership (a continuum of decision making involvement)
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Unilateral – makes decision by oneself
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AUTOCRATIC
Weak (or no) input by other people
Leader decides unilaterally
CONSULTATIVE
Leader seeks opinions of others
JOINT DECISION
Leader asks others to help make decisions
DELEGATION
Strong input by other people
Shares information
Collaborative approach to decisions
Leader is “hands-off” leaving others to self-direct
The “causal model” of participative leadership: Overview
Yukl suggests that there are three factors that determine just how beneficial participative leadership can be.
(see section in textbook for fuller description)
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Potential benefits of the consultative approach
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Decision quality
Decision acceptance
Satisfaction with decision process
Development of participant skills
Potential benefits of the consultative approach
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Benefit 1: Decision quality
“Involving other people in making a decision is likely to increase the quality of a decision when participants have information and knowledge lacked by the leader and are willing to cooperate in finding a good solution”
Yukl (p113)
Cultural difference, eg vietnamese tend to eat very early. Bringing them out for a late dinner ruins their whole night schedule
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Potential benefits of the consultative approach
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Benefit 2 : Decision acceptance
“People who have considerable influence in making a decision tend to identify with it and perceive it to be their decision. This feeling of ownership increase their motivation to implement it successfully”
Yukl (p113)
Potential benefits of the consultative approach
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Benefit 3 : Satisfaction with decision process
“Research on “procedural justice” found that the opportunity to express opinions and preferences before a decision is made (called voice) can have beneficial effects regardless of the actual influence participants have over the final decision (called choice)”
Yukl (p113)
Potential benefits of the consultative approach
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Benefit 4 : Development of participant skills
“…helping to make a complex decision can result in more skills and confidence by participants….
…involvement in diagnosing the problem, generating solutions and planning implementation builds skills…
…may require considerable coaching and encouragement from leader..”
Yukl (p114)
Research evidence on participative leadership claims: Can we show that it really does result in better outcomes?
| Research approach | Researchers | Does research show participative leadership to be more effective? |
| Field research Examine real situations in organisations | Coch & French (1948) Latham & Yukl (1975) | yes |
| Survey studies Questionnaires to leaders and followers | Kim & Yukl (1995) | yes |
| Lit reviews and Meta-analyses Summarise all research papers Combine data from many studies | Cotton et al (1988) Leana et al (1990) | Mixed outcomes |
| “Laboratory” experiments Set up experiment where leaders vary participative leadership | Bragg & Andrews (1973) | no |
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Research evidence on participative leadership claims: 2
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“Overall, the results from research on the effects of participative leadership are not sufficiently strong and consistent to draw any firm conclusions
Sometimes it results in higher satisfaction, effort and performance… at other times it does not!”
Yukl (p 116)
What additional factor(s) might help explain the difference in the outcome?
Depends on cultural, readiness of people to accept participative leadership. Sometimes people are unwilling to decide, uncertainty avoidance.
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Situational variables may explain differences in outcomes seen
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Does the participative leadership approach only work when the “situation” or environment is right?
This idea is the basis of contingency theories which we’ll cover more fully in a separate topic.. We touch on it lightly here
Victor Vroom & Philip Yetton 1973
Model that helps you decide how “participative” to be when making decisions – hence called “decision model
Normative Decision model
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Decision Procedures in Normative Decision Model
Autocratic decision
Consultative decision
Group decision
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Normative Decision model
– Autocratic, consultative and group decision approaches
Vroom & Yetton’s Normative Decision model
– Summary or “contingency table” to determine approach
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Contingent in this case refers to dependent on
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Moving beyond consultation: Joint decision making
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Moving beyond consultation: Joint decision making
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Deciding whether to deeply involve staff
in a decision depends on:
How important the decision is
Whether staff have the relevant knowledge or expertise
Whether staff are likely to cooperate
Whether staff would accept a decision made solely by the leader (autocratic)
Whether it is feasible to get staff together to make a joint decision
Moving beyond consultation: Joint decision making
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Encouraging staff to participate:
Ensure that staff have confidence / comfort to express concerns
Describe a proposal as “tentative”
Record staff ideas and suggestions
Look for ways to build on these ideas and suggestions
Be tactful in your feedback on suggestions
Listen to opposing views without getting defensive
Show appreciation for suggestions
Delegation as the ultimate decision-making approach
Version Woodruff 2014 SIM
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RMIT University©
School of Management
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Delegation
Delegation (or passing down) is the partnership of authority and not responsibility to another person (normally from a manager to a subordinate) to carry out specific activities. It is one of the core concepts of leadership.
Wikipedia
Different forms and degrees of power sharing with individual staff.
Your textbook
“Major aspects of delegation include the variety and magnitude of responsibilities, the amount of discretion or range of choice allowed.. authority to take action and implement decisions without prior approval…”
Your textbook
Defining delegation
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entrust (a task or responsibility) to another person, typically one who is less senior than oneself
Oxford English Dictionary
When you delegate, make sure people understand. When you delegate, you have to support. Provide the mentor, skills etc
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Benefits of Delegation
Decision quality improvement
Subordinate implementation commitment
Enriched job
Time management
Management development
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Downside of Delegation
Power sharing
Mistakes
Competition
Personal achievement
Subordinate characteristics
Distrust
Leader authority
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What should we delegate?
Tasks that can be done better by a subordinate
Urgent but not high priority
Relevant to a subordinate’s career
Appropriate difficulty
Both pleasant and unpleasant tasks
Tasks not central to the manager’s role
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How should we delegate?
Specify responsibilities
Provide adequate authority limits
Specify reporting requirements
Ensure subordinate acceptance of responsibilities
Inform others who need to know
Monitor progress
Arrange for delegate to receive necessary information
Provide support ands assistance
Make “mistakes” a learning rather than a punishing experience
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Images included in this presentation are licenced under creative commons. Learn more about the creative commons scheme here.
RMIT is proud to partner with Pearson Australia in the development of the customised resources for this course.
This presentation draws on material from chapter five of the course textbook Sustainable Leadership people, technology and design – an RMIT Custom Publication, Pearson ® Australia and is subject to copyright.
Presentation developed by Ian Woodruff, School of Management,
RMIT University
