Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 5-1 Chapter 5 Participative Leadership, Delegation, and Empowerment

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 5-1

Chapter 5Participative Leadership, Delegation, and Empowerment


Learning Objectives

Understand what research methods have been used to study participative leadership

Understand the major findings in research on consequences of participative leadership

Understand the situations in which participative leadership is most likely to be effective

Understand the major findings in research on the normative theory of leader decision making


Learning Objectives (Cont.)

Understand procedures for the effective use of consultation

Understand the potential benefits and risks of delegation

Understand when and how to use delegation effectively

Understand why follower perceptions of empowerment are important


Varieties of Participation

Autocratic Decision Consultation Joint Decision Delegation

Continum of Decision Procedures


Consequences of Participative Leadership

Causal Model of Participative Leadership


Consequences of Participative Leadership (Cont.)

Potential Benefits of Participation Decision quality Decision acceptance Satisfaction with the decision process Development of participant skills

Objectives of Different Participants


Research on Effects of Participative Leadership

Example of Research on Participation – Bragg & Andrews (1973)

Effects of Participation Limitations of Participation Research

Measurement problems with survey field research Combining interventions Short-term programs Difficulty comparing results across studies


Normative Decision ModelVroom and Yetton Model

Decision Procedures AI – Leader makes decision without any additional

information AII – Leader seeks information and makes decision

alone CI – Leader shares problem with others individually and

makes decision alone CII – Leader shares problem with others collectively

and makes decision alone GII – Group discusses problem collectively and the

group makes the decision


Normative Decision ModelVroom and Yetton Model (Cont.)

Causal Relationship in the Normative Decision Model



Situational Variables1. The amount of relevant information possessed by

leader and subordinates2. The likelihood that subordinates will accept an

autocratic decision3. The likelihood that subordinates will cooperate if

allowed to participate4. The amount of disagreement among subordinates

with respect to preferred alternatives5. The extent to which the decision is unstructured and

requires creative problem solving



Decision Acceptance – Degree of commitment to implement a decision effectively

Decision Quality – Objective aspects of the decision that affect group performance aside from any effects mediated by decision acceptance



Decision Rules in Vroom-Yetton Decision Model


Normative Decision ModelVroom and Jago Model

Incorporates additional aspects of the situation Severe time constraints Amount of subordinate information Geographical dispersion of subordinates

Incorporates additional outcome criteria Concern for subordinate development Concern for decision time

Managers given more choices in setting priorities for the criteria in the model

Allows managers to differentiate among five choices in describing the situation


Normative Decision ModelSimplified VersionSimplified Version of the Normative Decision Model



Research on the Model Some support but more research needed Extended model needs to be tested

Conceptual Weaknesses Decision processes are treated as single, discrete

episodes The model is too complicated Leaders are assumed to have necessary skills to use

the various decision procedures


Guidelines for Participative Leadership

Diagnosing Decision Situations Evaluate how important the decision is Identify people with relevant knowledge or expertise Evaluate likely cooperation by participants Evaluate likely acceptance without participation Evaluate whether it is feasible to hold a meeting


Guidelines for Participative Leadership (Cont.)

Encourage Participation Encourage people to express their concerns Describe a proposal as tentative Record ideas and suggestions Look for ways to build on ideas and suggestions Be tactful in expressing concerns about a suggestion Listen to dissenting views without getting defensive Try to utilize suggestions and deal with concerns Show appreciation for suggestions


Delegation

Varieties of Delegation Potential Advantages of Delegation

Improvement in decision quality Greater subordinate commitment Making subordinates’ jobs more interesting,

challenging, and meaningful Improved time management Important form of management development


Potential Advantages of DelegationPercentage of Managers Who Rated a Reason for Delegating as Moderately or Very Important


Delegation (Cont.)

Reasons for Lack of Delegation Aspects of the leader’s personality Fear of subordinate making a mistake High need for personal achievement Characteristics of the subordinate Nature of the work


Reasons for Lack of Delegation

Table: Percentage of Managers Who Rated a Reason for Not Delegating as Moderatelyor Very Important


Guidelines for Delegation

What to Delegate Tasks that can be done better by a subordinate Tasks that are urgent but not high priority Tasks relevant to a subordinate’s career Tasks of appropriate difficulty Both pleasant and unpleasant tasks Tasks not central to the manager’s role


Guidelines for Delegation (Cont.)

How to Delegate Specify responsibilities clearly Provide adequate authority and specify limits of

discretion Specify reporting requirements Ensure subordinate acceptance of responsibilities


Delegation (Cont.)

How to Manage Delegation Inform others who need to know Monitor progress in appropriate ways Arrange for the subordinate to receive necessary

information Provide support and assistance, but avoid reverse

delegation Make mistakes a learning experience


Perceived Empowerment

Nature of Psychological Empowerment Empowerment Programs

Leader Selection and Assessment Democratic Decision Procedures Shared Leadership Responsibilities


Consequences of Empowerment

Benefits Stronger task commitment Greater initiative in carrying out role responsibilities Greater persistence in the face of obstacles and

temporary setbacks More innovation and learning Higher job satisfaction Stronger organizational commitment Less turnover


Consequences of Empowerment (Cont.)

Costs and Risks Higher costs for selection and training Higher labor costs for skilled employees Inconsistent service quality Expensive giveaways and bad decisions by some

employees Customer feeling's of inequity about unequal

treatment Opposition by middle managers who feel threatened Conflicts from raising employee expectations beyond

what top management is willing to concede


Conditions Facilitating Psychological Empowerment


Guidelines for Empowerment


All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of

the publisher. Printed in the United States of America.

Copyright © 2010 Pearson Education, Inc.

Documents

Copyright © 2010 Pearson Education, Inc. Leadership in Organizations 5-1 Chapter 5 Participative Leadership, Delegation, and Empowerment