L06s Participative Leadership MBA

8/8/2019 L06s Participative Leadership MBA

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6 ParticipativeParticipativeLeadershipLeadership

Principles & ActionsPrinciples & Actions


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LeaderLeader -- Follower : :Follower : : RelationshipsRelationships

A SummaryA Summary

The LMX ModelThe LMX Model

MentoringMentoring

CoachingCoaching

SituationalSituational

LeadershipLeadership


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Participative Leadership : :Participative Leadership : : AnAn IntroIntroDefinition: Participative LeadershipDefinition: Participative Leadership

Leadership that encourages & facilitatesLeadership that encourages & facilitates participationparticipation

from othersfrom others, especially in aspects of decision, especially in aspects of decision--makingmaking

Good leaders makeGood leaders make

people feel that theypeople feel that theyre atre atthethevery heart of thingsvery heart of things,,

not at the peripherynot at the periphery

((Warren Bennis)Warren Bennis)

Any organizationAny organizationdevelopsdevelops

peoplepeople; it either forms them; it either forms them

or deforms themor deforms them

(Peter(Peter DruckerDrucker))


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ParticipativeParticipative LeadershipLeadership : :: : IntroIntroBenefits of Participative DecisionBenefits of Participative Decision--MakingMaking

Decision Quality:

More knowledge & information is shared

Decision Quality:Decision Quality:

MoreMore knowledge & informationknowledge & information is sharedis shared

Decision Acceptance:People identify more with decisions they have had input into

Decision Acceptance:Decision Acceptance:

PeoplePeople identifyidentify more with decisions they have hadmore with decisions they have had input intoinput into

Satisfaction with the Decision Process:From being able to have input during the decision process

Satisfaction with the Decision Process:Satisfaction with the Decision Process:

From being able toFrom being able to have inputhave input during the decision processduring the decision process

Development of Participant Skills:Decision-making experience cangreatly develop employees

Development of Participant Skills:Development of Participant Skills:DecisionDecision--makingmaking experienceexperience cancan

greatlygreatly developdevelop employeesemployees


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Identify the Need for a Decision

Identify the Need for a DecisionIdentify the Need for a Decision

Classify the Problem / Opportunity

Classify the Problem / OpportunityClassify the Problem / Opportunity

Generate Alternatives

Generate AlternativesGenerate Alternatives

Select the Best Alternative

Select the Best AlternativeSelect the Best Alternative

Implement the Chosen Alternative

Implement the Chosen AlternativeImplement the Chosen Alternative

Learn from the Feedback

Learn from the FeedbackLearn from the Feedback

STEP 1:

STEP 1:STEP 1:

STEP 2:

STEP 2:STEP 2:

STEP 3:

STEP 3:STEP 3:

STEP 4:

STEP 4:STEP 4:

STEP 5:

STEP 5:STEP 5:

STEP 6:

STEP 6:STEP 6:

Participative Leadership : :Participative Leadership : : IntroIntroThe Six Steps of Decision MakingThe Six Steps of Decision Making

From Principles of Management lecture on DecisionFrom Principles of Management lecture on Decision--Making (David Weale)Making (David Weale)


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ParticipativeParticipative DecisionDecision--MakingMaking : :: : ModelModelThe Participative Decision Making ModelThe Participative Decision Making Model

Helps the leader define how much participation toHelps the leader define how much participation to

include for a particular situationinclude for a particular situation

Two related models:Two related models: DevelopmentDevelopment--BasedBased & Time Driven& Time Driven

Main ComponentsMain Components

Four levelsFour levels of participativeof participative

decisiondecision--making choicesmaking choices

Seven situational variablesSeven situational variables

that influence the amountthat influence the amount

of participationof participation


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ParticipativeParticipative Decision MakingDecision Making : :: : ModelModelParticipative DecisionParticipative Decision--Making ChoicesMaking Choices

Inc

reasingEmp

owerment

IncreasingEmpowerment

Give authority & responsibility to an individual

or group (with decision-making limits)

Give authority & responsibilityGive authority & responsibility to an individualto an individual

or group (with decisionor group (with decision--making limits)making limits)

DecideDecide

ConsultConsult

FacilitateFacilitate

DelegateDelegate

Present the problem / opportunity, then

facilitate the group decision-making process

Present the problem / opportunity, thenPresent the problem / opportunity, then

facilitate the group decisionfacilitate the group decision--makingmaking processprocess

Present the problem / opportunity, collect

input, then make the final decision alone

Present the problem / opportunity,Present the problem / opportunity, collectcollect

inputinput, then, then make the final decisionmake the final decision alonealone

Make decision alone with no other input,

then announce or sell the decision

Make decision aloneMake decision alone with no other input,with no other input,

thenthen announceannounce oror sellsell the decisionthe decision


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ParticipativeParticipative Decision MakingDecision Making : :: : ModelModelSeven Situational VariablesSeven Situational Variables

1.1. Decision SignificanceDecision Significance For the organizationFor the organization

2.2. Importance of CommitmentImportance of Commitment For implementation success?For implementation success?

3.3. Leader ExpertiseLeader Expertise How competent is the leader?How competent is the leader?

4.4. Likelihood of CommitmentLikelihood of Commitment Is it more likely with a group decision?Is it more likely with a group decision?

5.5. Group Support for GoalsGroup Support for Goals Are they running with the organization?Are they running with the organization?

6.6. Goal ExpertiseGoal Expertise Do they have situational ability?Do they have situational ability?

7.7. Team CompetenceTeam Competence Are they able to contribute?Are they able to contribute?


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H

H -

HH

HH DelegateL Facilitate

L -Consult

L - -

LH H

H Delegate

LFacilitate

L -

L - - Consult

L - -H

HH Delegate

L Facilitate

L -Consult

L - -

LH -

H - - - Decide

L - - -Delegate

L - - - - - Decide

PROBL

EMS

TATEM

ENT

Decision

Signifi

canc

e?

Impo

rtanc

eof

Commitm

ent?

Lead

er

Expe

rtise

?

Likelih

oodof

Commitm

ent?

Group

Supp

ort?

Group

Expe

rtise

?

Team

Compete

nce?

The DevelopmentThe Development--Based : :Based : : ModelModel


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Participative : :Participative : : DecisionDecision--MakingMakingGroup ExerciseGroup Exercise

Put the model to the test by using for these casesPut the model to the test by using for these cases

You need to conduct a training program for a new serviceYou need to conduct a training program for a new service

HH LL -- LL HH HH LL

Why would this be a good decisionWhy would this be a good decision--making option?making option?

You need to create a new promotion campaignYou need to create a new promotion campaign

HH HH -- HH HH LL HH


Your hotel needs to work on a newYour hotel needs to work on a new--look F&B restaurant menulook F&B restaurant menu

HH HH -- HH HH HH HH



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Making : :Making : : Delegation HappenDelegation HappenDefinition: DelegationDefinition: Delegation

The act ofThe act of assigning authority & responsibilityassigning authority & responsibility,,

for specific functions, tasks or decisions, to anotherfor specific functions, tasks or decisions, to another

Examples:Examples:

AssigningAssigning new & differentnew & different

taskstasks to a personto a person

IncreasingIncreasing decisiondecision--makingmaking

authorityauthority in a personin a persons jobs job

Reducing how much aReducing how much a

person needs toperson needs to reportreport

toto managementmanagement


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Making : :Making : : Delegation HappenDelegation HappenStrong ReasonsStrong Reasons FORFOR DelegatingDelegating

Managers rating reasonsManagers rating reasons for delegatingfor delegating as importantas important

To develop employee skills & confidenceTo develop employee skills & confidence 97%97%

To enable employees to deal with problems quicklyTo enable employees to deal with problems quickly 91%91%

To enable decisions to be made close to the actionTo enable decisions to be made close to the action 89%89%

To increase employee commitment to the taskTo increase employee commitment to the task 89%89%

To make jobs more interesting for employeesTo make jobs more interesting for employees 78%78%

To enable managers to focus on bigger prioritiesTo enable managers to focus on bigger priorities 68%68%

To satisfy superiors who want you to delegate moreTo satisfy superiors who want you to delegate more 24%24%

To get rid of boring tasks that managers donTo get rid of boring tasks that managers dont want to dot want to do 23%23%

Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegation & consultation byDeterminants of delegation & consultation bymanagersmanagers, Journal of Organizational Behavior, Journal of Organizational Behavior


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Making : :Making : : Delegation HappenDelegation HappenReasons Why ManagersReasons Why Managers DO NOTDO NOT DelegateDelegate

Managers rating reasonsManagers rating reasons for not delegatingfor not delegating as importantas important

To keep decisions involving confidential informationTo keep decisions involving confidential information 87%87%

To keep tasks & decisions that are very importantTo keep tasks & decisions that are very important 76%76%

To keep tasks & decisions central to the managerTo keep tasks & decisions central to the managers roles role 73%73%

To keep tasks for which mistakes are highly visibleTo keep tasks for which mistakes are highly visible 58%58%

To keep tasks that managers feel they can do betterTo keep tasks that managers feel they can do better 51%51%

To keep tasks that are difficult to explainTo keep tasks that are difficult to explain 43%43%

To keep tasks that are difficult to monitorTo keep tasks that are difficult to monitor 39%39%

To keep tasks that are interesting & enjoyableTo keep tasks that are interesting & enjoyable 24%24%

Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegation & consultation byDeterminants of delegation & consultation bymanagersmanagers, Journal of Organizational Behavior, Journal of Organizational Behavior


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Transformational : :Transformational : : DelegationDelegationConsider This:Consider This:

AvolioAvolio & Bass (1991) searched the literature on delegation && Bass (1991) searched the literature on delegation &

extractedextracted 20 ways to make delegating more effective20 ways to make delegating more effective

Consider each point & decide which component ofConsider each point & decide which component oftransformational leadershiptransformational leadership it fits intoit fits into

IIII

ISIS

ICIC

IMIM

Idealized Influence

Inspirational Motivation

Intellectual Stimulation

Individual Consideration


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Making : :Making : : Delegation HappenDelegation HappenWhat to DelegateWhat to Delegate

Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegationDeterminants of delegation& consultation by managers& consultation by managers, Journal of Organizational Behavior, Journal of Organizational Behavior

Tasks that can beTasks that can be better done by a subordinatebetter done by a subordinate::

The person may have more expertise or be closer to the problemThe person may have more expertise or be closer to the problem

Tasks that areTasks that are relevantrelevant to a subordinateto a subordinates career:s career:

To develop skills & encourage the exercise of initiativeTo develop skills & encourage the exercise of initiative

Tasks ofTasks of appropriate difficultyappropriate difficulty::Specific, yet challenging for effective learningSpecific, yet challenging for effective learning

BothBoth pleasant & unpleasantpleasant & unpleasant tasks:tasks:

To provide a realistic balanceTo provide a realistic balance

TasksTasks not centralnot central to the managerto the managers role:s role:

Facilitation or consultation is OKFacilitation or consultation is OK


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Steps Toward : :Steps Toward : : EmpowermentEmpowermentDefinition: EmpowermentDefinition: Empowerment

TheThe intrinsic motivationintrinsic motivation && selfself--efficacyefficacy that stemsthat stems

from the receipt of delegated leadership authorityfrom the receipt of delegated leadership authority

OverOver70% of organizations70% of organizations

have adopted some kind ofhave adopted some kind ofempowerment initiative forempowerment initiative for

at least part of their workforceat least part of their workforce

((Lawler et al, 2001)Lawler et al, 2001)

To be successful in todayTo be successful in todays globals global

environment, companies need theenvironment, companies need the

knowledge, ideas, energy &knowledge, ideas, energy &

creativitycreativityof every employeeof every employee((SpreitzterSpreitzter, 2007), 2007)


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Steps Toward : :Steps Toward : : EmpowermentEmpowermentEmpowerment ClarifiedEmpowerment Clarified

not something that managers donot something that managers do

to employees, but ratherto employees, but rather

a mindseta mindset

that employees havethat employees haveabout theirabout their

role in an organizationrole in an organization

While management canWhile management can

create a context that iscreate a context that is

more empowering...more empowering...

employees mustemployees must

choosechooseto be moreto be moreempoweredempowered

Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven QuestionsEvery Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949


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Steps Toward : :Steps Toward : : EmpowermentEmpowerment

Four Characteristics of Empowered PeopleFour Characteristics of Empowered People

Sense of Autonomy:Sense of Autonomy:

Freedom & discretion with theFreedom & discretion with the

authority theyauthority theyve been givenve been given

Sense of Meaning:Sense of Meaning:

The authority has significance;The authority has significance;

the tasks are importantthe tasks are important

Sense of Competence:Sense of Competence:

Confidence in their abilities toConfidence in their abilities to

succeed with the extra authoritysucceed with the extra authoritySense of Impact:Sense of Impact:

They are making a difference;They are making a difference;

& having a positive influence& having a positive influence


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Case Study : :Case Study : : Jack WelchJack WelchFormer Chairman & CEO of General Electric (1981Former Chairman & CEO of General Electric (1981--2001)2001)Great Leadership SkillsGreat Leadership Skills Very EmpowermentVery Empowerment--MindedMinded

If you pick theIf you pick theright peopleright peopleand give them theand give them theopportunity to spreadopportunity to spread

their wingstheir wingsand putand putcompensationcompensationas a carrier behind itas a carrier behind ityou almostyou almostdon't have to manage themdon't have to manage them

We are constantlyWe are constantlyamazedamazedbyby

how much people will do whenhow much people will do when

they arethey are

not told what to donot told what to do

by managementby management

We began to cultivateWe began to cultivateselfself--

confidenceconfidenceamong our leaders byamong our leaders byturning themturning themlooseloose, giving them, giving them

independenceindependence& resources& resources

& encouraging them to take& encouraging them to take

big swingsbig swings


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Steps Toward : :Steps Toward : : EmpowermentEmpowermentThrough Transformational LeadershipThrough Transformational Leadership

ISIS

ICIC

IMIM

At the heart of transformational leadership is theAt the heart of transformational leadership is the

development of followersdevelopment of followers, with much of this, with much of this

occurring through effective empowermentoccurring through effective empowerment

Pointing outPointing outthe importance of an assignmentthe importance of an assignment

HighlightingHighlightingthe positive qualities of other followersthe positive qualities of other followersHelpingHelpingfollowers compliment each othersfollowers compliment each othersstrengthsstrengths

QuestioningQuestioningfollowersfollowersthinking & assumptionsthinking & assumptions

SupportingSupportingfollowers who voice unusual ideasfollowers who voice unusual ideas

EncouragingEncouragingcreativity and diversitycreativity and diversity

Source: Bass. B & Riggio. R (2006),Source: Bass. B & Riggio. R (2006), Transformational LeadershipTransformational Leadership


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Steps Toward : :Steps Toward : : EmpowermentEmpowermentHow Empowered People are TransformationalHow Empowered People are Transformational

IIII

ISIS

ICIC

IMIMBy Inspiring Others:By Inspiring Others: Facilitating change by creatingFacilitating change by creating

enthusiasm & motivating others to turn vision into realityenthusiasm & motivating others to turn vision into reality

By Upwardly Influencing:By Upwardly Influencing: Confidently articulatingConfidently articulating

vision to superiors to gain support & resourcesvision to superiors to gain support & resources

By Being Innovative:By Being Innovative: Thinking & acting in new ways,Thinking & acting in new ways,

experimenting with new ideas & creative solutionsexperimenting with new ideas & creative solutions

By Empowering Others:By Empowering Others: Influencing others to findInfluencing others to finda strong sense of meaning in their own worka strong sense of meaning in their own work



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Breaking Down Barriers to EmpowermentBreaking Down Barriers to Empowerment

Reduce the Bureaucratic Culture:Reduce the Bureaucratic Culture:

Which slows change & keep decisionWhich slows change & keep decision--making centralizedmaking centralized

Eliminate MultiEliminate Multi--Level Conflict:Level Conflict:

Competitiveness stifles freeCompetitiveness stifles free--flowing knowledge transferflowing knowledge transfer

ReduceReduce Personal Time Constraints:Personal Time Constraints:Which stifles the freedom needed to initiate & innovateWhich stifles the freedom needed to initiate & innovate

[Leaders] must be willing to relinquish control,[Leaders] must be willing to relinquish control,

to risk releasing the potential of their people,to risk releasing the potential of their people,to trust that employees will do the rightto trust that employees will do the right

thing if given the chancething if given the chance

Quinn &Quinn & SpreitzerSpreitzer, 1997, 1997

Steps Toward : :Steps Toward : : EmpowermentEmpowerment


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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentTwo Approaches Toward EmpowermentTwo Approaches Toward Empowerment

Start at the top & assessmanagements needs

Start at the top & assessStart at the top & assess

managementmanagements needss needs

Clarify the organizationsmission, vision & valuesClarify the organizationClarify the organization

ss

mission, vision & valuesmission, vision & values

Clearly specify the tasksroles & employee rewards

Clearly specify the tasksClearly specify the tasks

roles & employee rewardsroles & employee rewards

Delegate responsibilitybut hold people accountable

Delegate responsibilityDelegate responsibility

but hold people accountablebut hold people accountable

Start at the bottom &understand peoples needs

Start at the bottom &Start at the bottom &

understand peopleunderstand peoples needss needs

Model empoweredbehavior for employeesModel empoweredModel empowered

behavior for employeesbehavior for employees

Build teams to encouragecooperative behavior

Build teams to encourageBuild teams to encourage

cooperative behaviorcooperative behavior

Encourage smart risk-taking& trust people to perform

Encourage smart riskEncourage smart risk--takingtaking

& trust people to perform& trust people to perform

MechanisticMechanistic OrganicOrganic

Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven Questions

Every Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949


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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentCombiningCombining Approaches for True EmpowermentApproaches for True Empowerment

Step 1Develop a clear vision

& challenge

Step 1Step 1

Develop a clear visionDevelop a clear vision

& challenge& challenge

Step 3

Establish boundaries& guiding principles

Step 3Step 3

Establish boundariesEstablish boundaries& guiding principles& guiding principles

Step 2Facilitate openness

& teamwork

Step 2Step 2

Facilitate opennessFacilitate openness

& teamwork& teamwork

Step 4

Provide support &a sense of security

Step 4Step 4

Provide support &Provide support &a sense of securitya sense of security




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Facilitating : :Facilitating : : Real EmpowermentReal Empowerment

Develop a Clear Vision & ChallengeDevelop a Clear Vision & Challenge

Highly empowered peopleHighly empowered people understandunderstand

the organizationthe organizationss vision & directionvision & direction

Which enables them toWhich enables them to act autonomouslyact autonomously instead ofinstead of

waiting for permission & directionwaiting for permission & direction from managementfrom management

Empowered employees should beEmpowered employees should be challenged to stretch theirchallenged to stretch their

capabilitiescapabilities to benefit themselves & the organizationto benefit themselves & the organization

LeaderLeaders Question:s Question: Am IAm Icontinuouslycontinuouslyworking to clarifyworking to clarify

the sense of strategic directionthe sense of strategic direction

for my people?for my people?


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Facilitate Openness & TeamworkFacilitate Openness & Teamwork

Empowerment happens when the organizational culture clearlyEmpowerment happens when the organizational culture clearly

demonstratesdemonstrates transparency, openness & teamworktransparency, openness & teamwork in all areasin all areas

LeaderLeaders Question:s Question: Am IAm I

continuouslycontinuouslystriving forstriving for

participation and involvement?participation and involvement?


We had to get rid of anything that was getting in the way of beiWe had to get rid of anything that was getting in the way of beingng

informal, of being fast, of being boundaryinformal, of being fast, of being boundary--lessless (Jack Welch)(Jack Welch)

GE initiative:GE initiative: The WorkoutThe Workout:: Many employees frequentlyMany employees frequently

meet tomeet to share ideas, thoughts & knowledgeshare ideas, thoughts & knowledge

It encouragesIt encourages communication & accountabilitycommunication & accountability,,

which results inwhich results in positive change & innovationpositive change & innovation


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Establish Boundaries & Guiding PrinciplesEstablish Boundaries & Guiding Principles

Highly empowered people report that their organizations provide:Highly empowered people report that their organizations provide:

Clear & Challenging Goals:Clear & Challenging Goals: Aligned with the main visionAligned with the main visionClear Lines of Authority:Clear Lines of Authority: And decisionAnd decision--making boundariesmaking boundaries

Clear Role Identity:Clear Role Identity: How their work fits into the big pictureHow their work fits into the big picture

These boundaries & guidelines reduce the disabling uncertaintyThese boundaries & guidelines reduce the disabling uncertainty

& ambiguity that so often accompanies empowerment efforts.& ambiguity that so often accompanies empowerment efforts.

Quinn &Quinn & SpreitzerSpreitzer, 1997, 1997


continuouslycontinuouslyworking to clarifyworking to clarify

expectations regarding the goals, tasksexpectations regarding the goals, tasks

& lines of authority in my organization?& lines of authority in my organization?



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Provide Support and a Sense of SecurityProvide Support and a Sense of Security

To feel that the system embraces empowerment, employeesTo feel that the system embraces empowerment, employees

need a sense ofneed a sense of social supportsocial support from their bosses & peersfrom their bosses & peers

Efforts to takeEfforts to take initiative & risk must be encouragedinitiative & risk must be encouraged

Or employees will worry aboutOr employees will worry about seeking permissionseeking permission first,first,

rather thanrather than asking for forgivenessasking for forgiveness when they make mistakeswhen they make mistakes

They must believe that the company willThey must believe that the company will supportsupport

them as they learn & grow.them as they learn & grow.


continuouslycontinuouslyworking to supportworking to support

my people with advice & resourcesmy people with advice & resources

whilst affirming their honest efforts?whilst affirming their honest efforts?



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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentCombiningCombining Approaches for True EmpowermentApproaches for True Empowerment

Step 1Develop a clear vision

& challenge

Step 1Step 1

Develop a clear visionDevelop a clear vision

& challenge& challenge

Step 3

Establish boundaries& guiding principles

Step 3Step 3

Establish boundariesEstablish boundaries& guiding principles& guiding principles

Step 2Facilitate openness

& teamwork

Step 2Step 2

Facilitate opennessFacilitate openness

& teamwork& teamwork

Step 4

Provide support &a sense of security

Step 4Step 4

Provide support &Provide support &a sense of securitya sense of security




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Making : :Making : : Empowerment HappenEmpowerment Happen

Empower SomebodyEmpower Somebody

Take a real life situationTake a real life situation

Either your own job or the jobEither your own job or the job

of someone you knowof someone you know

DiscussDiscuss -- and outline on paperand outline on paper

how thehow the FOUR empowermentFOUR empowerment

facilitation stepsfacilitation steps can becan beactivated for effectiveactivated for effective

empowermentempowerment


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Participative Leadership : :Participative Leadership : : SummarySummary

Participative Leadership:Participative Leadership: Leadership that encouragesLeadership that encourages

& facilitates participation from others& facilitates participation from others

Participative DecisionParticipative Decision--Making Model:Making Model: Helps the leaderHelps the leaderdefine how much decisiondefine how much decision--making participation to includemaking participation to include

Four Levels of DecisionFour Levels of Decision--Making Participation:Making Participation:

Decide, consult, facilitate, delegateDecide, consult, facilitate, delegateDelegation:Delegation: The act of assigning authorityThe act of assigning authority

& responsibility to a subordinate& responsibility to a subordinate

Empowerment:Empowerment: The intrinsic motivationThe intrinsic motivation

& self& self--efficacy that stems from the receiptefficacy that stems from the receipt

of delegated leadership authorityof delegated leadership authority

L06s Participative Leadership MBA

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