Leadership and

Empowerment
By Group-7
 Welcome To Our Presentation
Submitted to:
Imran Hossain
Assistant Director
Department of Finance
Jagannath University
Group Member Information
Name ID Marks
Nowshin Tabassum Mumu B180203079
Aklima Akter B180203056
Tasnia Jahan B180203080
Shahanaz Akter B180203108
Mim Akter Tumpa B180203033
Sojib Chandra Das B160203026
Mukta Moni B180203083
Md Ashikuzzaman B170203101
Sharmin Jahan B180203047
Jakirin Akther Joya B180203077
 What is Empowerment?
Empowerment is any process that provides greater autonomy to employees through the
sharing of relevant information and the provision of control over factors affecting job
performance.
 The Process of Empowerment
 Remove conditions of powerlessness:
1. Changes
2. Leadership
3. Reward system
4. Job

 Enhance job-related self-efficacy:

1. Job mastery
2. Control and accountability
3. Role models
4. Reinforcement
5. Support
 What is Participation?
Participation is the mental and emotional involvement of people in group situations that
encourages them to contribute to group goals and share responsibility for them.
Participative managers consult with their employees, bringing them in on problems and
decisions so that they can work together as a team.
 Three Important Ideas of Participation
1. Involvement: First and probably foremost participation means meaningful
involvement rather than mere muscular activity. Some managers mistake task
involvement for true participation.

2. Motivation to Contribute: A second concept in participation is that it motivates

people to contribute. They are empowered to release
their own resources of initiative and creativity toward the objectives of the
organization.
 Three Important Ideas of Participation
3. Acceptance of Responsibility: Finally participation encourages people to accept
responsibility in their groups activities. It is a social process by which people
become self-involved in an organization, committed to it, and want to see it work
successfully.
 Why is Participation Popular?
• "Participation tends to improve performance and job satisfaction". - Research
Conclusion
• The search for spirit - Spirit at Work
• Desire and Expectation
• Ethical Imperative- " right" thing to do.
 Forces Affecting The Greater Use of
Participation

2. Productivity 3. Utilization of 4. Employee 5. Employee

1. Research 6. Ethical
improvement workforce desires for desires and
results arguments
pressures diversity meaning expectations
 Benefits of Participation
1. Beings Higher output and better.
2. Quality of output.
3. Tends to improve motivation.
4. Employees feel more accepted and involved in the situation.
5. Reduce conflict and stress.
6. Establish better communication.
 How Participation Works
Participation programs result in mental and emotional involvement that produces
generally favourable outcomes for both the employees and the organisation.

Outcomes:
 Organization:
Involvement:  Higher output
Participative  Mental  Better quality
program  Emotional  Creativity
 Employees:
 Acceptance
 Self efficacy
 Less stress
 Impact of Managerial Power
 Leader member exchange:
1. Participation is a sharing process between managers and employees.
2. Built upon leader member exchange.
3. Leader selectively delegates, informs, consults subordinate contributes
to task performance.

 Two views of power:

 Increases power of both managers and their employees
 Two Views of Power And Influence
Autocratic Power Participative View Power

  Is a variable amount.
Is a fixed amount.
  Comes from people through both
Comes from the authority structure.
 Is applied by management. official and unofficial channels.
  Is applied by shared ideas and activities
Flows downward.
in a group.
 Flows in all directions.
 Prerequisites for Participation
• Adequate time to participate.
• Potential benefits greater than costs.
• Relevance to employee interest.
• Adequate employee abilities to deal with the subject.
• Mutual ability to communicate.
• No feeling of threat to either party.
• Restriction to the area of job freedom.
 s
Area of authority applied by manager dr aw
th
Wi

ns
Total area of freedom
Jo i

s
n sult
Co

e l ls
S
Area of employee participation
e lls
T

Amount of
participation Low Medium High

Participation exists along a continum

 Contingency Factor
A contingency factor is anything that cannot be accurately predicted or forecast in the
future. A contingency is the unexpected or things that are out of your control.

1.Emotional Intelligence: One important contingency factor that affects the use of
participation is a leader’s emotions.

2.Differing Employee Needs for Participation: Some employees desire more

participation than other. Because they are educated and higher level workers. On the
other hand some employees are satisfied their own work.
Amount of participation desired by an manager
Over Appropriate
High participation participation

Appropriate Under
Low participation participation

High Low
Amount of participation desired by an employees
 Responsibility of Employees And Managers
 Expectations for Employees:

1. Be fully responsible for their actions and their consequences.

2. Operate within the relevant organizational policies.
3. Be contributing team members.
4. Respect and seek to use the perspective of others.
5. Be dependable and ethical in their empowered actions.
6. Demonstrate responsible self-leadership.
Responsibility of Employees And Managers
 Expectations for Managers:

1. Identifying the issues to be addressed.

2. Specifying the level of involvement desired.
3. Providing relevant information and training.
4. Allocating fair rewards.
 Programs for Participation
 Participative Management - When a company uses either a very significant
approach with widespread application or a sufficient number of programs to
develop a substantial sense of empowerment among its employees.

 Selected Types of Participated Programs:

1. Suggestion program
2. Quality program
3. Total quality program
4. Self-managing teams
5. Employee ownership plans
 Programs for Participation
 Suggestion Programs: Suggestion programs are formal plans to invite individual
employees to recommend work improvements.
 Quality Emphasis: Both union and nonunion firms, have organized groups of
workers and their managers into committees to consider and solve job problems.
 These groups may be called:
 Work committees.
 Labor-management committees.
 Work improvement task forces or involvement teams.

 Popular approaches for this purpose are:

 Quality circles.
 Total quality management.
 Programs for Participation
 To be successful, quality circles should be used according to these guidelines:

 Use them measureable, short-term problems.

 Obtain continues support from top management.
 Apply the group’s skills to problems within the circle’s work area.
 Train supervisors in facilitation skills.
 Self Management Team
Self managing teams are natural work groups that are given a large degree of
decision making autonomy.

 It is a more formal version of group decision approach.

 These work groups are expected to control their own behaviour and results.
 Managers diminished role helps the team member to acquire new skills.
 Employee Ownership Plans
Employee ownership emerges when employees provide the capital to purchase control
of an existing operation.

 The plan appear to offer the highest degree of participative decision making due to
employees taking over of control.
 The potential financial rewards, coupled with a greater understanding of
organizational problems and practices, are the biggest benefits from employee
ownership.
 The use of the plan continues to expand with as many as 10 million employees in the
US alone.
Important Consideration in Participants
1. Limitations of participants:

 Lack of support from higher levels.

 Managerial fears of lost (Power, Status, Control)
 Lack of adequacy training for (Manager, Employees)
 Problem encountered in early stage.
 Substantial efforts needed to implement.
Important Consideration in Participants
2. Managerial concerns about participation:

 Lack of support participative programs by top management

 Stewards
 Essence of
 Servant Leadership
 Essence of Servant Leadership
1. Listen actively and empathetic.
2. Treat others with respect, as equals.
3. Admit mistakes, confess their own vulnerability, ask for help.
4. Seek to engage in dialogue and often paraphrase.
 Concluding Thought
In spite of its numerous limitation, participation has achieved substantial success. The
demand of employees to gain more power and use their talents is neither a passing
fancy. Employees want some control over things that them and some meaning in their
work. Organizational leaders need to devote long range efforts and continuing
discussion to promote participation. Participation has been too successful in practice to
become widely accepted is more advanced and developing nations.