nahavandi_leadership6_ppt08

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall8-*

Chapter 8Participative Management and Leading Teams

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall


Continuum of ParticipationOrganizational StructureManagement ControlHigh management control = No employeeparticipationTotal delegation = High employee participationTraditional organizationTeam-basedorganization



Criteria for Use of ParticipationWhen the task is complex and quality is importantWhen follower commitment is neededWhen there is timeWhen the leader and follower are ready When the leader and followers can easily interact



Benefits of ParticipationDevelopment of followersBetter decision on complex tasksIncrease in follower motivation and commitmentOpportunity to empower followers



Role of CultureCollectivist cultures emphasize team processesHigher power distances reduces team empowermentHumane orientation supports use of teamsHorizontal-vertical dimension also plays a role



Benefits of DelegationFrees leaders time for new tasks and strategic activitiesProvides employees with opportunities to learn and developAllows employees to be involved in tasksAllows observation and evaluation of employees in new tasksIncreases employee motivation and satisfaction



Guidelines for Good DelegationDelegate pleasant and unpleasant tasksClarify goals and expectationsDelegate authority along with responsibilityProvide supportMonitor and provide feedback Delegate to different followers



Excuses for Not DelegatingMy followers are not readyThey do not have the right skillsI am uncomfortable delegating my tasksI can do the job quicker myselfMy followers are too busyI am responsible for my followers mistakesMy own manager may think I am not working hard enough



Characteristics of TeamsMembers are fully committed to common goals they developMembers are mutually accountable to one anotherMembers trust one anotherCollaborative cultureShared leadership based on facilitationSynergy



Self-Managed TeamsPower to manage their own workMembers with different expertise and experienceNo outside manager and power to implement team decisionsCoordination with other teams Internal leadership based on facilitation



Elements of Self-LeadershipPositive and motivating thought patternsPersonal goal settingObservation and self-evaluationSelf-reinforcement Self-control and monitoring



Strategies for Developing Self-LeadershipListen more; talk lessAsk questions rather than provide answersShare information rather than hoard itEncourage independent thinking rather than compliant followershipEncourage creativity rather than conformity



Typical Dysfunctions in TeamsGroupthinkFree-ridersNegativity bad applesLack of cooperation and trust



Building TrustOpen communicationIntegrityReward cooperationCompetence and hard workFairness and equityMutual respect and support



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