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Chapter Eight

Participative Management and Leading Teams

Learning Objectives

Understand when and why participation should be used

Explain the role of culture in the sue participative leadership

Specify the elements of effective delegation

Clarify the role of leadership in self-managed teams

Explain the principles of self-leadership

The Continuum of Participation

Traditional

organization

Team-based

organization

Organizational Structure

Management Control

High management

Control – No employee

Participation

Total delegation

High employee

Participation

Occasional

use of teams

and employee

participation

When should participation and teams be used?

Use of team and participation occur along a continuum. On one end, the leader retains all control and makes all decisions without any consultation or even information from the subordinates on the other end, the leader delegates all decision making to followers and allows them the final say.
Few leaders use extreme autocratic or delegation styles; rather, most rely on a style that falls somewhere in between. Similarly, few organizations are either entirely team based or make no use of teams at all. Most fall near the middle of the continuum, with a combination of teams and traditional hierarchical structures.

Criteria for Use of Participation

When the task is complex and quality is important: Complex tasks require input from people with different expertise.People with different points of view are more likely to deliver a quality decision.

When follower commitment is needed: Followers participation increases commitment and motivation

When there is time: Deadline seeks extensive participation

When the leader and follower are ready: participation can only succeed if both leader and followers agree to its benefits, are trained in how to use it, and are committed to its success.

When the leader and followers can easily interact: such interaction is only possible if restrictions because of factors such as geographic locations, structural elements or task requirements are minimized

The issue of delegation

The goal of delegation can be as simple as helping a leader ease an excessive workload. In its most basic form, delegation is simple handling off a task to someone else; in a more complex form, delegation can resemble participation management

Benefits of delegation

-Delegation frees up the leader’s time for more new tasks and strategic activities
-Delegation provides employees with opportunities to learn and develop
-Delegation allows employees to be involved in tasks
-Delegation allows observation and evaluation of employees in new tasks
-Delegation increases employee motivation and satisfaction

Benefits of Participation

Development of followers

Better decision on complex tasks

Increase in follower motivation and commitment

Opportunity to empower followers

Guidelines for Good Delegation

Delegate pleasant and unpleasant tasks; provide followers with a variety of experiences

Clarify goals and guideline regarding expectations

Delegate authority along with responsibility and provide resources such as time, training and advice needed to complete the task

Monitor and provide feedback: keep track of progress and provide feedback during and after task completion at regular intervals

Delegate to different followers: to those who are most motivated to complete tasks

Create a safe environment: encourage experimentation; tolerate mistakes and worthy efforts that may fail

Develop your own coaching skills: take workshops and training classes to assure that you have the skills to delegate

Excuses for Not Delegating

Followers are not ready

Subordinates do not have the skills

Leaders are uncomfortable delegating their tasks

Leaders can do the job quicker themselves

Followers are too busy

Leaders are responsible for their followers mistakes

Managers may think that subordinates are not working hard enough

Characteristics of Teams

Members are fully committed to common goals they develop themselves

Members are mutually accountable to one another and to the organization for the outcome of their goal

Members trust one another

Collaborative culture: whereas group members share norms, team members have a shared culture

Shared leadership based on facilitation

Teams develop synergy: team members together achieve more than each individual is capable of doing

Self-Managed Teams

Self managed teams exhibit the following characteristics:

Power to manage their own work: SMTs can set goals, plan, staff, schedule, monitor quality, and implement decisions.

Members with different expertise and experience: Without a broad range of experience, the team cannot manage all aspects of the work

No outside manager and power to implement team decisions: Team members manage themselves, their budget, and their task through shared leadership.

The power to implement decisions; Team members have the power and the resources necessary to implement decisions.

Coordination with other teams :Because each team is independent and does not formally report to a manager, the teams themselves rather than managers must coordinate their tasks and activities to assure integration

Internal leadership based on facilitation: Leadership often rotates among members depending on each member’s expertise in handling a specific situation.

Helping teams become effective

Possible team training activities include:

-Team building to clarify team goals and member roles and set patterns for acceptable interaction

-Cross training to assure that team members understand one another’s task

-Coordination training to allow the team to work together by improving communication and coordination

-Self-guided orientation to teach team members to monitor, assess, and correct their behavior in the team.

-Assertiveness training to help team members express themselves appropriately when making request, providing feedback, and other interaction among themselves

Elements of Self-Leadership

Developing positive and motivating thought patterns: individuals and teams seek and develop environments that provide positive cues and a supportive and motivating environment

Personal goal setting: Individuals and teams set their own performance goals and performance expectations

Observation and self-evaluation: Team members observe their own and other team members’ behaviors and provide feedback and critique and evaluate one another’s performance

Self-reinforcement control and monitoring: Team members provide rewards and support to one another

Some of the strategies for the development for self-leaders include the following:

-Listen more, talk less

-Ask questions rather than provide answers

-Share information rather than hoard it

-encourage independent thinking rather than compliant followership

-encourage creativity rather than conformity.

Team Leadership Roles

Counsel and encourage

team members

Help team define

its goals and tasks

Help team develop

implementation plan

Manage conflicts

and relationships

Observe from a

distance

Clarify the team’s

boundaries

Obtain necessary

training

Continue to do

real work

Assess team

skills

The role of leaders in a team environment

Many practitioners refer to team leaders as facilitators and coaches. Leaders are caretakers of their teams, the ones who help them achieve their goals by providing them with instructions, conflict management, encouragement when needed, and resources. Leaders/facilitators still fulfill many of the functions of traditional leaders, but they do so to a lesser extent and only when asked. They assist the teams by obtaining the resources needed to solve problems and to implement solutions, and only interfere when needed.

The leader’s central activities become assessing the team’s abilities and skills and helping them develop necessary skills, which often includes getting the right type of training. The team leaders also play the role of conflict and relationship manager while they continue doing real work themselves

Another role for team leaders is to make the team aware of its boundaries. The role of the team leader would be to keep the team focused on its specific task or to integrate the team with others who can help it with its wider recommendations.