Participative Leadership and Delegation

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PARTICIPATIVE LEADERSHIP

AND DELEGATION


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NATURE OF PARTICIPATIVE LEADERSHIP

Participative Leadership involves the use of various decision

procedures that allow other people some influence over the

leaders decision.

Varieties of ParticipationAutocratic decision

Consultation

Joint DecisionDelegation


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Autocratic

decisionConsultation Joint Decision

Delegation

No influence

by others

High influence

by others

Continuum of Decision Procedures


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Potential Benefits of Participation

Decision quality

Decision acceptanceSatisfaction with the decision process

Development of participant skills


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Normative Decision Model by

Vroom and Yetton

The decision procedure used by a leader affects the quality of a

decision and decision acceptance by the people who are expected to

implement the decision. This in turn determines how effective thedecision will be after it is implemented, which has obvious for the

performance of a team. However, the effect of decision procedures

on decision quality and acceptance depends on various aspects of

the situation and the procedure which is effective in some situations

might be ineffective in other situations.


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Decisionprocedure

Decisionquality andacceptance

Unit/teamperformance

Situational

Variables

Causal Relationship in the Normative Decision Model


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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 groupmakes the decision

Decision Procedures in Vroom and Yetton Model


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1. The amount of relevant information possessed by leader and

subordinates

2. The likelihood that subordinates will accept an autocratic

decision

3. The likelihood that subordinates will cooperate if allowed to

participate

4. The amount of disagreement among subordinates with

respect to preferred alternatives

5. The extent to which the decision problem is unstructured and

requires creative problem solving

The model also takes into account whether

The decision is important or trivial

Whether the decision will be accepted by the subordinates

even if they are not involved in making it

Situational Variables in Vroom and Yetton Model


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Decision Rules in Vroom and Yetton Model


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Guidelines for Participative Leadership

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

Diagnosing Decision Situations


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Guidelines for Participative Leadership

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

Encouraging Participation


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Delegation

Varieties of Delegation

Delegation involves the assignment of new responsibilities to the

subordinates and additional authority to carry them out.

Assignment of new and different tasks or responsibilities to thesubordinates.

The extent to which a subordinate must check with the boss

Reporting requirements

The flow of performance information in monitoring a

subordinates activities


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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 Delegation


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Delegation

Aspects of the leaders 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


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Guidelines for Delegating

Tasks that can be done better by a subordinate

Tasks that are urgent but not high priority

Tasks relevant to a subordinates career

Tasks of appropriate difficulty

Both pleasant and unpleasant tasks

Tasks not central to the managers role

What to Delegate


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Specify responsibilities clearly

Provide adequate authority and specify limits of discretion

Specify reporting requirements

Ensure subordinate acceptance of responsibilities

How to Delegate


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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


How to Manage Delegation

Documents

Participative Leadership and Delegation