BUSM 4177 / 4194 Leading for Change Topic 5: Participative Leadership Sometimes called “empowering...
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Transcript of BUSM 4177 / 4194 Leading for Change Topic 5: Participative Leadership Sometimes called “empowering...
BUSM 4177 / 4194Leading for Change
Topic 5: Participative Leadership
Sometimes called “empowering leadership”
Learning Objectives
Participative Leadership:
1. Understand different forms of participative leadership and empowerment.
2. Understand the major findings in research on consequences of participative leadership.
3. Understand the situations in which participative leadership is most likely to be effective.
4. Understand procedures for the effective use of consultation.
5. Understand the potential benefits and risks of delegation.
6. Understand when and how to use delegation effectively.
110
Types of Participative Leadership
(a continuum of decision making involvement)
AUTOCRATIC• Weak (or no) input by other
people• Leader decides unilaterally
CONSULTATIVE• Leader seeks opinions
of others• Shares information
JOINT DECISION• Leader asks others to
help make decisions• Collaborative approach
to decisions
DELEGATION• Strong input by other
people• Leader is “hands-off”
leaving others to self-direct
111
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)
112
Potential benefits of the consultative approach
113
• Decision quality
• Decision acceptance
• Satisfaction with decision process
• Development of participant skills
Potential benefits of the consultative approach
113
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)
Potential benefits of the consultative approach
113
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
113
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
114
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 researchExamine real situations in organisations
Coch & French (1948)Latham & Yukl (1975)
yes
Survey studiesQuestionnaires to leaders and followers
Kim & Yukl (1995) yes
Lit reviews and Meta-analysesSummarise all research papersCombine 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
115
Research evidence on participative leadership claims: 2
116
“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?
Situational variables may explain differences in outcomes seen
116
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
116
Decision Procedures in Normative Decision Model
Autocratic decision
Consultative decision
Group decision
118
Normative Decision model – Autocratic, consultative and group decision approaches
Vroom & Yetton’s Normative Decision model – Summary or “contingency table” to determine approach
119
Moving beyond consultation:Joint decision making
120
Moving beyond consultation:Joint decision making
120
Deciding whether to deeply involve staffin 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
120
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
Version Woodruff 2014 SIM
Delegation as the ultimate decision-making approach
RMIT University© School of Management 20
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.
WikipediaDifferent 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
X
entrust (a task or responsibility) to another person, typically one who is less senior than oneself
Oxford English Dictionary
Benefits of Delegation
Decision quality improvement
Subordinate implementation commitment
Enriched job
Time management
Management development
124
Downside of Delegation
Power sharing
Mistakes
Competition
Personal achievement
Subordinate characteristics
Distrust
Leader authority
127
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
128
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
129
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
Graphics used in this presentation were created using Presenter Media Software licenced to Ian Woodruff, RMIT University.Presenter Media retains copyright for these graphics.
Acknowledgements
VERSION: 1