Principles & Actions

6 Participative
Leadership
Leader - Follower : : Relationships

A Summary
The LMX Model

Mentoring

Coaching

Situational
Leadership
Participative Leadership : : An Intro
Definition: Participative Leadership
Leadership that encourages & facilitates participation
from others, especially in aspects of decision-making
“Any organization develops
people; it either forms them
or deforms them”
(Peter Drucker)

“Good leaders make

people feel that they’re at
the very heart of things,
not at the periphery”
(Warren Bennis)
Participative Leadership : : Intro
Benefits of Participative Decision-Making
Decision Quality:
More
More knowledge
knowledge & information is shared

Decision Acceptance:
People identify more with decisions they
they have
have had
had input
input into

Satisfaction
Satisfaction with
with the
the Decision
Decision Process:
Process:
From
From being able to have input
input during
during the
the decision
decision process
process

Development of Participant Skills:

Decision -making experience can
Decision-making
greatly
greatly develop
develop employees
Participative Leadership : : Intro
The Six Steps of Decision Making…
STEP
STEP 1:
1: Identify
Identify the
the Need
Need for
for aa Decision
Decision

STEP
STEP 2:
2: Classify
Classify the
the Problem
Problem // Opportunity
Opportunity

STEP
STEP 3:
3: Generate
Generate Alternatives
Alternatives

STEP
STEP 4:
4: Select
Select the
the Best
Best Alternative
Alternative

STEP
STEP 5:
5: Implement
Implement the
the Chosen
Chosen Alternative
Alternative

STEP
STEP 6:
6: Learn
Learn from
from the
the Feedback
Feedback

From Principles of Management lecture on Decision-Making (David Weale)

Participative Decision-Making : : Model
The Participative Decision Making Model
Helps the leader define how much participation to
include for a particular situation…
Two related models: Development-Based & Time Driven

Main Components
Four levels of participative
decision-making choices
Seven situational variables
that influence the amount
of participation
 Participative Decision Making : : Model
Participative Decision-Making Choices
Delegate Give authority & responsibility to an individual
or group (with
(with decision -making limits)
decision-making
Increasing Empowerment

Facilitate Present the problem / opportunity, then

facilitate
facilitate the
the group
group decision -making process
decision-making

Consult Present
Present the
the problem
problem // opportunity,
opportunity, collect
collect
input
input,, then
then make
make the final decision alone

Decide Make decision alone

alone with
with no
no other
other input,
input,
then announce or ““sell”
sell” the
the decision
Participative Decision Making : : Model
Seven Situational Variables…
1. Decision Significance …For the organization

2. Importance of Commitment …For implementation success?

3. Leader Expertise …How competent is the leader?

4. Likelihood of Commitment …Is it more likely with a group decision?

5. Group Support for Goals …Are they running with the organization?

6. Goal Expertise …Do they have situational ability?

7. Team Competence …Are they able to contribute?

The Development-Based : : Model

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Participative : : Decision-Making
Group Exercise…
Put the model to the test by using for these cases…

You need to create a new promotion campaign

H H - H H L H
Why would this be a good decision-making option?

Your hotel needs to work on a new-look F&B restaurant menu

H H - H H H H
Why would this be a good decision-making option?

You need to conduct a training program for a new service

H L - L H H L
Why would this be a good decision-making option?
Making : : Delegation Happen
Definition: Delegation
The act of assigning authority & responsibility,
for specific functions, tasks or decisions, to another
Examples:
Assigning new & different
tasks to a person

Increasing decision-making
authority in a person’s job

Reducing how much a

person needs to report
to management
Making : : Delegation Happen
Strong Reasons FOR Delegating
Managers rating reasons for delegating as important
To develop employee skills & confidence 97%
To enable employees to deal with problems quickly 91%
To enable decisions to be made close to the action 89%
To increase employee commitment to the task 89%
To make jobs more interesting for employees 78%
To enable managers to focus on bigger priorities 68%
To satisfy superiors who want you to delegate more 24%
To get rid of boring tasks that managers don’t want to do 23%
Source: Yukl. G, & Fu. P (1999), “Determinants of delegation & consultation by
managers”, Journal of Organizational Behavior
Making : : Delegation Happen
Reasons Why Managers DO NOT Delegate
Managers rating reasons for not delegating as important
To keep decisions involving confidential information 87%
To keep tasks & decisions that are very important 76%
To keep tasks & decisions central to the manager’s role 73%
To keep tasks for which mistakes are highly visible 58%
To keep tasks that managers feel they can do better 51%
To keep tasks that are difficult to explain 43%
To keep tasks that are difficult to monitor 39%
To keep tasks that are interesting & enjoyable 24%
Source: Yukl. G, & Fu. P (1999), “Determinants of delegation & consultation by
managers”, Journal of Organizational Behavior
Transformational : : Delegation
Consider This:
Avolio & Bass (1991) searched the literature on delegation &
extracted 20 ways to make delegating more effective…
Consider each point & decide which component of
transformational leadership it fits into…

Idealized Influence
II

Inspirational Motivation
IM

Intellectual Stimulation
IS

Individual Consideration
IC
Making : : Delegation Happen
What to Delegate
Tasks that can be better done by a subordinate:
The person may have more expertise or be closer to the problem
Tasks that are relevant to a subordinate’s career:
To develop skills & encourage the exercise of initiative
Tasks of appropriate difficulty:
Specific, yet challenging for effective learning
Both pleasant & unpleasant tasks:
To provide a realistic balance
Tasks not central to the manager’s role:
Facilitation or consultation is OK

Source: Yukl. G, & Fu. P (1999), “Determinants of delegation

& consultation by managers”, Journal of Organizational Behavior
Steps Toward : : Empowerment
Definition: Empowerment
The intrinsic motivation & self-efficacy that stems
from the receipt of delegated leadership authority
“To be successful in today’s global
environment, companies need the
knowledge, ideas, energy &
creativity of every employee”
(Spreitzter, 2007)

“Over 70% of organizations

have adopted some kind of
empowerment initiative for
at least part of their workforce”
(Lawler et al, 2001)
Steps Toward : : Empowerment
Empowerment Clarified…
“…not something that managers do
to employees, but rather a mindset
that employees have about their
role in an organization”

While management can

create a context that is
more empowering...

…employees must
choose to be more
empowered

Source: Quinn. R.E, & Spreitzer. G.M (1997), “The Road to Empowerment: Seven Questions
Every Leader Should Consider” Organizational Dynamics, Vol 26, No 2, pp 37-49
Steps Toward : : Empowerment
Four Characteristics of Empowered People
Sense of Autonomy:
Freedom & discretion with the
authority they’ve been given
Sense of Meaning:
The authority has significance;
the tasks are important
Sense of Competence:
Confidence in their abilities to
succeed with the extra authority
Sense of Impact:
They are making a difference;
& having a positive influence
 Case Study : : Jack Welch
Former Chairman & CEO of General Electric (1981-2001)
Great Leadership Skills – Very Empowerment-Minded

“If you pick the right people and give them the opportunity to spread
their wings and put compensation as a carrier behind it you almost
don't have to manage them”
“We began to cultivate self-
confidence among our leaders by
turning them loose, giving them
independence & resources
& encouraging them to take
big swings”
“We are constantly amazed by
how much people will do when
they are not told what to do
by management”
Steps Toward : : Empowerment
…Through Transformational Leadership
Pointing out the importance of an assignment
IM Highlighting the positive qualities of other followers
Helping followers compliment each others’ strengths

Questioning followers’ thinking & assumptions

IS Supporting followers who voice unusual ideas
Encouraging creativity and diversity

“At the heart of transformational leadership is the

IC development of followers, with much of this
occurring through effective empowerment”

Source: Bass. B & Riggio. R (2006), “Transformational Leadership”

Steps Toward : : Empowerment
How Empowered People are Transformational
By Being Innovative: Thinking & acting in new ways,
II
experimenting with new ideas & creative solutions

By Inspiring Others: Facilitating change by creating

IM
enthusiasm & motivating others to turn vision into reality

By Upwardly Influencing: Confidently articulating

IS
vision to superiors to gain support & resources

By Empowering Others: Influencing others to find

IC
a strong sense of meaning in their own work

Source: Quinn. R.E, & Spreitzer. G.M (1997), “The Road to Empowerment: Seven Questions
Every Leader Should Consider” Organizational Dynamics, Vol 26, No 2, pp 37-49
Steps Toward : : Empowerment
Breaking Down Barriers to Empowerment
Reduce the Bureaucratic Culture:
Which slows change & keep decision-making centralized

Eliminate Multi-Level Conflict:

Competitiveness stifles free-flowing knowledge transfer

Reduce Personal Time Constraints:

Which stifles the freedom needed to initiate & innovate

“[Leaders] must be willing to relinquish control,

to risk releasing the potential of their people,
to trust that employees will do the right
thing if given the chance”
Quinn & Spreitzer, 1997
Facilitating : : Real Empowerment
Two Approaches Toward Empowerment
Mechanistic Organic

Start at the top & assess Start at the bottom &

management
management’s ’s needs
needs understand people ’s needs
people’s

Clarify
Clarify the
the organization ’s
organization’s Model empowered
mission, vision & values behavior for employees

Clearly specify the tasks Build teams to encourage

roles & employee rewards cooperative behavior

Delegate responsibility Encourage smart risk -taking

risk-taking
but hold people accountable & trust people to perform

Source: Quinn. R.E, & Spreitzer. G.M (1997), “The Road to Empowerment: Seven Questions
Every Leader Should Consider” Organizational Dynamics, Vol 26, No 2, pp 37-49
Facilitating : : Real Empowerment
Combining Approaches for True Empowerment
Mechanistic Organic

Step 1 Step 2
Develop a clear vision Facilitate openness
& challenge & teamwork

Step 3 Step 4
Establish boundaries Provide support &
& guiding principles a sense of security

Source: Quinn. R.E, & Spreitzer. G.M (1997), “The Road to Empowerment: Seven Questions
Every Leader Should Consider” Organizational Dynamics, Vol 26, No 2, pp 37-49
Facilitating : : Real Empowerment
Develop a Clear Vision & Challenge
Highly empowered people understand
the organization’s vision & direction

Which enables them to act autonomously instead of

waiting for permission & direction from management

Empowered employees should be challenged to stretch their

capabilities to benefit themselves & the organization

Leader’s Question: “Am I

continuously working to clarify
the sense of strategic direction
for my people?”
Facilitating : : Real Empowerment
Facilitate Openness & Teamwork
Empowerment happens when the organizational culture clearly
demonstrates transparency, openness & teamwork in all areas…
“We had to get rid of anything that was getting in the way of being
informal, of being fast, of being boundary-less” (Jack Welch)
GE initiative: “The Workout”: Many employees frequently
meet to share ideas, thoughts & knowledge…
It encourages communication & accountability,
which results in positive change & innovation

Leader’s Question: “Am I

continuously striving for
participation and involvement?
Facilitating : : Real Empowerment
Establish Boundaries & Guiding Principles
Highly empowered people report that their organizations provide:
Clear & Challenging Goals: Aligned with the main vision
Clear Lines of Authority: And decision-making boundaries
Clear Role Identity: How their work fits into the big picture

“These boundaries & guidelines reduce the disabling uncertainty

& ambiguity that so often accompanies empowerment efforts.”
Quinn & Spreitzer, 1997

Leader’s Question: “Am I

continuously working to clarify
expectations regarding the goals, tasks
& lines of authority in my organization?”
Facilitating : : Real Empowerment
Provide Support and a Sense of Security
To feel that the system embraces empowerment, employees
need a sense of social support from their bosses & peers
Efforts to take initiative & risk must be encouraged
Or employees will worry about seeking permission first,
rather than asking for forgiveness when they make mistakes
They must believe that the company will support
them as they learn & grow.

Leader’s Question: “Am I

continuously working to support
my people with advice & resources
whilst affirming their honest efforts?”
Facilitating : : Real Empowerment
Combining Approaches for True Empowerment
Mechanistic Organic

Step 1 Step 2
Develop a clear vision Facilitate openness
& challenge & teamwork

Step 3 Step 4
Establish boundaries Provide support &
& guiding principles a sense of security

Source: Quinn. R.E, & Spreitzer. G.M (1997), “The Road to Empowerment: Seven Questions
Every Leader Should Consider” Organizational Dynamics, Vol 26, No 2, pp 37-49
Making : : Empowerment Happen
Empower Somebody…

Take a real life situation…

Either your own job or the job

of someone you know…

Discuss - and outline on paper

how the FOUR empowerment
facilitation steps can be
activated for effective
empowerment…
Participative Leadership : : Summary
Participative Leadership: Leadership that encourages
& facilitates participation from others
Participative Decision-Making Model: Helps the leader
define how much decision-making participation to include
Four Levels of Decision-Making Participation:
Decide, consult, facilitate, delegate…
Delegation: The act of assigning authority
& responsibility to a subordinate
Empowerment: The intrinsic motivation
& self-efficacy that stems from the receipt
of delegated leadership authority