Participative Leadership Behavior

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Participative Leadership Behavior
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Types of Participate Leadership Behavior
Consulting with Individuals
Consulting with Groups
Participative Leadership Behaviors
Obtaining information from followers
Asking for opinions about alternatives
Joint decision making with followers
Delegation
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Delegation Dos and Donts

• Do
• Understand your authority responsibilities.
• Clearly communicate performance reqts
• Make followers responsible
• Delegate challenging responsibilities
• Show confidence in followers abilities
• Reward accomplishment

• Avoid
• Lack of agreement on authority responsibility
• Lack of understanding on objectives
• Involvement of followers not trained
• Showing a lack of confidence
• Requiring nothing less than perfection
• Making followers insecure

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Participative Leadership vs Directive Leadership

• Participative leadership deals with making
  decisions.
• Directive leadership most often deals with
  executing a decision once it has been made.
• A leader can be participative by consulting
  employees during the decision-making phase, yet
  still be directive by following up closely on
  progress toward the ends that have been mutually
  decided on. Used together, PL DL can be an
  effective leadership approach.

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Can Participative Behavior ever be Ineffective?

• Yes!
• When leader has already made decision and is
  merely going through the motions of inclusion
• When situation environment is weak and
  participation viewed as gimmick to manipulate.

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How to Be Participative Skills and Power Bases
Self-monitoring Skills
Listening Skills
Conflict Management Skills
Skills, Traits, and Sources of Power
Expert Power
Legitimate Power
Resource/connection power
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How to Be Participative Skills and Power Bases
Self-monitoring Skills
Listening Skills
Conflict Management Skills
Skills, Traits, and Sources of Power
Expert Power
Legitimate Power
Resource/connection power
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Who is Likely to Use Participative Leadership?

• Leaders who have much work experience or who are
  highly educated
• Leaders who perceive their followers as being
  competent, possessing essential information, when
  follower acceptance of the decision is essential,
  or when followers share the organizations goals.

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Participative Behaviors Around the World

• In many developing countries such as Mexico and
  China,values other than participation are often
  emphasized, such as obedience, submission, and
  respect for authority. In these countries,
  participative leadership may not be effective.
• In Sweden, Norway and former Yugoslavia workers
  counsels are established by law to advise
  high-level decision makers. Other companies
  place union members on the BODs.

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Participative Behaviors Around the World

• In US and Japan, participative leadership is more
  informal and flexible. It is based on personal
  relationships between leaders and followers, not
  by legislation. Leaders may have individual or
  group meetings and can adapt their approach to
  the requirements of the situation.
• Experts agree the informal approach yields more
  productivity than legislated approach.

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Participative Behaviors Around the World - An
Interesting Discovery

• In a study, researchers found leaders in all
  countries professed a belief in the importance of
  participation, but most of the leaders outside
  the US did not trust the average followers
  capability to show initiative and share
  leadership responsibilities.

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Reasons Participative Leadership Works with
Followers

• Allows reflection on issues that affect them
• Provides opportunity to utilize untapped talents
  which satisfies need for competence and
  self-fulfillment
• Make significant contributions to a valued group,
  thereby satisfying needs for self esteem and
  accomplishment
• Contributes to motivation and commitment to
  decisions

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Impact of Participative Leadership

• Follower Benefits
• Satisfaction of needs for competence, self
  control, independence, and personal growth
• Satisfaction with supervisor, work and
  organization
• Motivation and commitment to decisions

• Organizational Benefits
• Increased performance and productivity
• Quality of decisions
• Development of followers potential

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Situations Where Participation may or may not be
Effective

• 1) Followers are working on tasks that are very
  important for organizations success.
• 2) Followers acceptance and commitment are
  needed to successfully implement a decision.
• 3) Followers work tasks are highly predictable
  and repetitive with no variation in the methods
  for completion.
• 4) The leader must make an emergency decision
  immediately with very little time to gather input
  and information.
• 5) The leader and followers work in an
  environment that is extremely uncertain and
  rapidly changing.
• 6) Followers are highly competent and possess
  knowledge and information to make an effective
  decision.
• 7) An extensive set of written rules,
  regulations, and procedures exist to direct
  followers .
• 8) Followers have high needs for independence and
  seek opportunities for achievement and
  self-fulfillment.

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Situational Factors that Increase Effectiveness
of Participative Leadership

• Follower Characteristics
• Job competence, expertise, relevant information
• Needs for independence and growth
• Internal locus of control
• Expect participation

• Group and Leader Characteristics
• Group harmony
• Trust in leader
• Good leader skills in conflict management

Situational Factors

• Task Characteristics
• Important task
• Requires followers commitment
• Uncertainty

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Situational Factors that Decrease Effectiveness
Highly structured or complex task
Large group size
Factors that Decrease Effectiveness
Passive followers, authoritarian followers,
followers willing to accept autocratic leadership
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Situational Factors that Replace the Need for
Participative Leadership
Formal rules, regulations, and procedures
Situational Factors
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Leadership Process Model for Participative
Leadership
Leader Participativeness
Enhancers of Participativeness
Neutralizers of Participativeness
Follower Psychological Reactions
Replacements for Participativeness
Follower Behavioral Outcomes
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Leader Participativeness

• LEADER PARTICIPATIVENESS
• Drawing out and listening to followers
• Holding meetings to share problems gather input
• Giving serious consideration to followers input
• Reaching consensus with followers and leaders as
  equals
• Delegating decisions to capable followers

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Enhancers of Participativeness

• ENHANCERS OF PARTICIPATIVENESS
• Task importance
• Task requires followers commitment
• Environment uncertainty
• leaders conflict-management skills
• Group harmony
• Followers job competence and information
• Followers need for independence
• Followers internal locus of control
• Expected participation

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Neutralizers of Participation

• NEUTRALIZERS OF PARTICIPATIVENESS
• Highly structured task
• Task complexity with professional followers
• Large group size
• Short deadlines
• Passive followers
• Authoritarian followers
• Followers willing to accept autocratic leadership

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Replacements for Participative Leadership

• REPLACEMENTS FOR PARTICIPATIVE LEADERSHIP
• Many formal rules

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Follower Psychological Reactions

• FOLLOWER PSYCHOLOGICAL REACTIONS
• Satisfaction of needs for competence,
  self-control, independence, and personal growth
• Satisfaction with supervisor, work, and
  organization
• Motivation and commitment to decisions

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Follower Behavioral Outcomes

• FOLLOWER BEHAVIORAL OUTCOMES
• Increased performance and productivity
• High quality decisions
• Professional development of followers
• Possible resistance by some followers
• Decision requires extra time

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Applying the Model of Participative Leadership
1) Diagnosing the Situation
2) Providing Participative Leadership
3) Modify Followers and/or Situations
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Diagnosing the Situation

• 1) Diagnosing the Situation
• Are followers highly competent and knowledgeable
  do they work on important tasks is their
  commitment essential to carryout leaders
  decisions?
• Do followers value achievement, independence, and
  self-fulfillment view themselves as controlling
  their own lives feel harmony and trust with the
  leader and expect to participate?
• Is the leader effective in obtaining follower
  input and skilled at conflict management?
• Is there much environment uncertainty?
• If yes to one or more AND no neutralizers
  present, then followers will expect and value
  participative leadership.

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Providing Participative Leadership

• 2) Providing Participative Leadership
• Leader demonstrates Participative behaviors with
  followers by
• Holding informal conversations with individuals
  to obtain information related to decisions
• Sharing decision problems w/groups to solicit
  ideas and suggestions
• Assigning a decision problem to competent
  followers
• Inviting input and discussion on points of
  disagreement
• Allowing air time for all followers who want to
  participate
• Explaining why ideas or solutions are not
  implemented to followers

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Modifying Followers and/or Situations

• 3)Modifying Followers and/or situations
• Leaders also act to
• Increase formal rules that prescribe how to deal
  with emergencies short-term deadlines
• Redesign tasks to increase their importance
• Build group harmony
• Develop followers competence and knowledge
• Eliminate highly structured tasks and large
  groups
• Reassign passive and authoritarian followers