Embed Size (px)
Citation preview
MANAGEMENT PRINCIPLES AND STATISTICS (252 BE)
Sr Tan Liat Choon
Email: [email protected]
Mobile: 016-4975551
Participative Leadership Behavior
1
Participative Leadership Behavior
In today’s western culture, many employees believe they have a right to be involved in and/or influence the decisions that affect them. Their reaction to a decision can be affected by the extent to which the leader consults them and allows them to provide input into the decision process. Moreover, it is not unusual for employees to have extensive experience, information, training and knowledge that can improve the quality of the decision. For these reasons, leaders often want their followers involved in some way. When leaders involve followers in the decision processes they are practicing participative leadership.
2
Types of Participate Leadership Behavior
Participative Leadership Behaviors
Consulting with Individuals
Obtaining information from followers
Delegation
Consulting with Groups
Asking for opinions about alternatives
Joint decision making with followers
3
Types of Participate Leadership Behavior
Participate Leadership includes all of the behaviors shown in this model. Notice PL can be interactions with groups or interactions with individuals. It includes consultation about different alternatives produced by the leader or asking a group or other individuals to assist with that part of the problem solving process. Participative leadership at the extreme is delegation where the leader may help shape the issue, but turns its resolution over to a group or individual, who then has the responsibility and hopefully the authority and resources to address it.
4
Delegation Do’s and Don’ts
Do• Understand your authority &
responsibilities.
• Clearly communicate performance reqests
• 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
5
Delegation Do’s and Don’ts
Participative leadership at the extreme is delegation where the leader may help shape the issue, but turns its resolution over to a group or individual, who then has the responsibility and hopefully the authority and resources to address it.
6
Participative Leadership vs. Directive Leadership
• Participative leadership deals with makingdecisions.
• 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.
7
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.
8
How to Be Participative: Skills and Power Bases
Skills, Traits, and Sources of Power
Listening Skills
Legitimate PowerResource/connection
power
Expert Power
Conflict Management Skills
Self-monitoring Skills
9
How to Be Participative: Skills and Power Bases
• Before we even begin talking about skills, we must mention a trait absolutely critical to successful participative leadership: integrity. Followers will trust information, believe the leader will behave consistently with the group’s values, will be loyal and committed to the group, and will participate with the leader and other members in problem solving and decision making for the group’s benefit when the leader has integrity. Without it, all of the converses will probably be true.
• Self monitoring skills allow the leader to adapt their behavior based on social cues from the environment. They learn from the feedback they receive from others and develop an understanding of how their behavior affects others.
10
How to Be Participative: Skills and Power Bases
• Obviously, listening skills are important in a participative environment. Careful attention, concentration, the ability to hear between the words, and verbal and non-verbal feedback are important.
• Conflict resolution is necessary when two or more individuals or groups have interests or goals that seem inconsistent or incompatible. It is important to determine the source of the conflicts and address them proactively.
11
How to Be Participative: Skills and Power Bases
Skills, Traits, and Sources of Power
Listening Skills
Legitimate PowerResource/connection
power
Expert Power
Conflict Management Skills
Self-monitoring Skills
12
How to Be Participative: Skills and Power Bases
• Legitimate power is important for gaining follower’s confidence in the participative process. Followers need to know the leader has the authority to invite their involvement in making decisions, and be in a position to implement the decision once it is reached. If they are uncertain about the authority they are unlikely to actively participate in the process.
13
How to Be Participative: Skills and Power Bases
• Resource/connections - a leader who can provide ample resources reduce conflicts among members who may be competing for them. When that competition is removed, followers can concentrate on problem solving and decision making.
14
How to Be Participative: Skills and Power Bases
• Expert power is important to help the leader facilitate participation through knowledge, skill, and ability. The more important the decision, the more likely the leader’s expertise will play a role in the successful participative process.
15
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 organization’s goals.
16
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.
17
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.
18
Participative Behaviors Around the World - An Interesting
DiscoveryIn 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 follower’s capability to show initiative and share leadership responsibilities.
19
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 20
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
21
Situations Where Participation may or may not be Effective
1) Followers are working on tasks that are very important for organization’s 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.
22
Situations Where Participation may or may not be Effective
• Situations 1,2,5,6 and 8 are examples where followers typically need and respond favorably to participative behaviors.
• In situations 3 and 4 , participative leadership has the opposite effect. In these situations, followers simply do not want any information or guidance and may become uncooperative.
• In situations 7 the need for participative leadership is replaced by written rules and guidelines.
23
Situational Factors that Increase Effectiveness of Participative Leadership
Situational Factors
Task Characteristics•Important task•Requires followers’ commitment•Uncertainty
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
24
Situational Factors that Decrease Effectiveness
Factors that Decrease
Effectiveness
Highly structured or complex task
Passive followers, authoritarian followers, followers willing to accept autocratic leadership
Large group size
25
Situational Factors that Replace the Need for Participative
Leadership
Situational Factors
Formal rules, regulations, and procedures
26
Leadership Process Model for Participative Leadership
Leader Participativeness
Enhancers of Participativeness
Follower Psychological
Reactions
Follower Behavioral Outcomes
Neutralizers of Participativeness
Replacements for Participativeness
27
Leadership Process Model for Participative Leadership
This is a pictorial of the model of participative leader behavior. Starting at the top, participative leader behaviors are shown to influence follower/group psychological reactions, which in turn affect the followers’ behavioral outcomes. Situational factors that can increase or decrease the effectiveness of participative behavior are shown on each side and their impact comes to play when they interact with the supportive behavior. The arrows from the leader participativeness box to situational factor boxes indicate that the leader sometimes can manipulate situations to improve followers’ reactions indirectly and thereby replace the need to provide participative behaviors.
28
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 followers29
Enhancers of Participativeness•Task importance
•Task requires followers’ commitment
•Environment uncertainty
•leader’s conflict-management skills
•Group harmony
•Followers’ job competence and information
•Followers’ need for independence
•Followers’ internal locus of control
•Expected participation 30
Neutralizers of Participation•Highly structured task
•Task complexity with professional followers
•Large group size
•Short deadlines
•Passive followers
•Authoritarian followers
•Followers willing to accept autocratic leadership 31
Replacements for Participative Leadership
•Many formal rules
32
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
33
Follower Behavioral Outcomes
•Increased performance and productivity
•High quality decisions
•Professional development of followers
•Possible resistance by some followers
•Decision requires extra time34
Applying the Model of Participative Leadership
2) Providing Participative Leadership
3) Modify Followers and/or Situations
1) Diagnosing the Situation
35
Applying the Model of Participative Leadership
• This last model is intended to show you how to use the previous model. It describes three key tasks for effective leadership. Leaders first diagnosis the situation by answering a series of questions regarding followers and their task situation. These questions identify factors that can increase the impact of supportive leadership. If the answer to at least one of these questions is yes, then directive leadership is probably called for.
36
Applying the Model of Participative Leadership
• Once the leader carries out the appropriate participative behaviors, follower and situational characteristics should be examined to see if any exist that may be decreasing the effectiveness of leader participativeness. Eliminating these situational factors, if possible, should improve the leader’s influence on followers.
37
Diagnosing the Situation1) Diagnosing the Situation
•Are followers highly competent and knowledgeable; do they work on important tasks; is their commitment essential to carryout leader’s 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. 38
Providing Participative Leadership2) 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 39
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 followers40
THANKS YOU
41
