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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