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Transcript of Participative Leadership, Delegation, and Empowermentlcwu.edu.pk/ocd/cfiles/Management...
Participative Leadership, Delegation,and Empowerment
Participative Leadership, Delegation, and Empowerment
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Varieties of ParticipationAutocratic Decision
The manager makes a decision alone. Consultation
The manager asks other people for their opinions and ideas, then makes the decision alone.
Joint DecisionThe manager meets with others to discuss the decision problem and make a decision together.
DelegationThe manager gives an individual or group the authority and responsibility for making a decision.
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Varieties of Participation
Consequences of Participative LeadershipPotential Benefits of Participation
Decision qualityDecision acceptanceSatisfaction with the decision processDevelopment of participant skills
Objectives of Different ParticipantsDownward ConsultationLateral consultationUpward ConsultationConsulting with Outsiders
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Research on Effects of Participative Leadership
Example of Research on Participation – Bragg & Andrews (1973)
Effects of ParticipationLimitations of Participation Research
Measurement problems with survey field researchCombining interventionsShort-term programsDifficulty comparing results across studies
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Normative Decision Model Vroom and Yetton Model
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Guidelines for Participative Leadership
Encourage ParticipationEncourage people to express their concernsDescribe a proposal as tentativeRecord ideas and suggestionsLook for ways to build on ideas and suggestionsBe tactful in expressing concerns about a suggestionListen to dissenting views without getting defensiveTry to utilize suggestions and deal with concernsShow appreciation for suggestions
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Delegation
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Varieties of DelegationPotential Advantages of Delegation
Improvement in decision qualityGreater subordinate commitmentMaking subordinates’ jobs more interesting,
challenging, and meaningfulImproved time managementImportant form of management development
Potential Advantages of Delegation
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DelegationReasons for Lack of Delegation
Aspects of the leader’s personalityFear of subordinate making a mistakeHigh need for personal achievementCharacteristics of the subordinateNature of the work
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Reasons for Lack of Delegation
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Guidelines for DelegatingWhat to Delegate
Tasks that can be done better by a subordinateTasks that are urgent but not high priorityTasks relevant to a subordinate’s careerTasks of appropriate difficultyBoth pleasant and unpleasant tasksTasks not central to the manager’s role
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Guidelines for DelegationHow to Delegate
Specify responsibilities clearlyProvide adequate authority and specify limits of
discretionSpecify reporting requirementsEnsure subordinate acceptance of responsibilities
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DelegationHow to Manage Delegation
Inform others who need to knowMonitor progress in appropriate waysArrange for the subordinate to receive necessary
informationProvide support and assistance, but avoid reverse
delegationMake mistakes a learning experience
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Perceived Empowerment Nature of Psychological Empowerment Consequences of Empowerment
Benefits Consequences
Facilitating Conditions for Empowerment Job design Organizational structure Organizational culture Leader selection and assessment Procedures for influencing decisions Shared leadership
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Conditions Facilitating Psychological Empowerment
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Guidelines for EmpowermentClarify objectives and explain how the work supports
themInvolve people in making decisions that affect themDelegate responsibility and authority for important
activitiesTake into account individual differences in motivation
and skillsProvide access to relevant informationProvide resources needed to carry out new
responsibilitiesChange management systems to be consistent with
empowerment
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Guidelines for EmpowermentRemove bureaucratic constraints and unnecessary
controlsExpress confidence and trust in peopleProvide coaching and advice when requestedEncourage and support initiative and problem solvingRecognize important contributions and achievementsEnsure that rewards are commensurate with new
responsibilitiesEnsure accountability for the ethical use of power
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SummaryParticipative Leadership involves efforts by a manager to
encourage & facilitate participation by others in making decisions that would otherwise be made by the manager alone
Forms of Participation Revising a tentative decision Asking for suggestions Asking an individual or group to jointly make a decision Allowing others to make a decision (subject to manager’s final
authorization) Why Involving others in Decision Making is often necessary
Better Decisions Greater Acceptance of Decisions
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SummaryParticipative Leadership Studies Results
Research evidence not sufficiently strong Inconsistent to draw any firm conclusions
Various Forms of Participation (Subject to Situation) Divergent objectives from that of leader Lack of will to share responsibility in decision making Distrust in leader Time pressures Dispersion of participants
Group Forms of Participation Effective only Manager’s conflict resolution skills Facilitation in constructive problem solving Dealing with group common process problems
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SummaryVroom & Yetton Model
To help managers identify the appropriate decision procedures in different situations.
The situational variables are characteristics of the decision situation that determine whether a particular decision procedure will increase or decrease decision quality and acceptance
The model was extended by Vroom and Jago to include other criteria & aspects of the situation
Research on these models is limited, but it provides moderate support for them
The findings suggest that managers are likely to be more effective if they use decision procedures that are appropriate for the situation
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SummaryDelegation
The assignment of new responsibilities & additional authorityto individual subordinates or to a team
Benefits of DelegationBetter decisionsIncreased subordinate motivationMore satisfying jobs for subordinatesDevelopment of subordinate skillsReduction of work overload for a manager
What Prevents from DelegationLack of confidence in subordinates Desire to consolidate power
Research on the consequences ofusing delegation is still limited, but the findings suggest it can be effective when used
for appropriate decisions and carried out in a competent manner
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SummaryPsychological Empowerment (combination of)
Meaningful work High self-efficacy Self-determination Ability to influence relevant events
Relevant Behaviors (How Leaders can affect Followers) Participative Leadership Delegation
What Effects Powerful or Powerless Feeling Aspects of the job The organisation The employees
Several types of programs have been used by organizationsto increase member empowerment, but the results from research on these programs
are mixed.
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Reference: Chris Argyris . The Emperor's New Clothes HBR MAY–JUNE 1998
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Thank you