© 2006 prentice hall leadership in organizations 4-1 chapter 4 participative leadership,...
TRANSCRIPT
© 2006 Prentice Hall Leadership in Organizations 4-1
Chapter 4Participative Leadership, Delegation, and Empowerment
© 2006 Prentice Hall Leadership in Organizations 4-2
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
© 2006 Prentice Hall Leadership in Organizations 4-3
Learning Objectives
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
© 2006 Prentice Hall Leadership in Organizations 4-4
Varieties of Participation
Autocratic Decision Consultation Joint Decision Delegation
© 2006 Prentice Hall Leadership in Organizations 4-5
Consequences of Participative Leadership
© 2006 Prentice Hall Leadership in Organizations 4-6
Consequences of Participative Leadership
Potential Benefits of Participation Decision quality Decision acceptance Satisfaction with the decision process Development of participant skills
Objectives of Different Participants
© 2006 Prentice Hall Leadership in Organizations 4-7
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
© 2006 Prentice Hall Leadership in Organizations 4-8
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
© 2006 Prentice Hall Leadership in Organizations 4-9
Normative Decision ModelVroom and Yetton Model
© 2006 Prentice Hall Leadership in Organizations 4-10
Normative Decision ModelVroom and Yetton 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 unstructured and
requires creative problem solving
© 2006 Prentice Hall Leadership in Organizations 4-11
Normative Decision ModelVroom and Yetton Model
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
© 2006 Prentice Hall Leadership in Organizations 4-12
Normative Decision ModelVroom and Yetton Model
© 2006 Prentice Hall Leadership in Organizations 4-13
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
© 2006 Prentice Hall Leadership in Organizations 4-14
Normative Decision ModelSimplified Version
© 2006 Prentice Hall Leadership in Organizations 4-15
Normative Decision ModelVroom and Yetton 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
© 2006 Prentice Hall Leadership in Organizations 4-16
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
© 2006 Prentice Hall Leadership in Organizations 4-17
Guidelines for Participative Leadership
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
© 2006 Prentice Hall Leadership in Organizations 4-18
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
© 2006 Prentice Hall Leadership in Organizations 4-19
Potential Advantages of Delegation
© 2006 Prentice Hall Leadership in Organizations 4-20
Delegation
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
© 2006 Prentice Hall Leadership in Organizations 4-21
Reasons for Lack of Delegation
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Guidelines for Delegating
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
© 2006 Prentice Hall Leadership in Organizations 4-23
Guidelines for Delegation
How to Delegate Specify responsibilities clearly Provide adequate authority and specify limits of
discretion Specify reporting requirements Ensure subordinate acceptance of responsibilities
© 2006 Prentice Hall Leadership in Organizations 4-24
Delegation
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
© 2006 Prentice Hall Leadership in Organizations 4-25
Perceived Empowerment
Nature of Psychological Empowerment Consequences of Empowerment
Benefits Consequences
Facilitating Conditions for Empowerment Job design Organizational structure Organizational culture Leader selection and assessment Procedures for influencing decisions Shared leadership
© 2006 Prentice Hall Leadership in Organizations 4-26
Conditions Facilitating Psychological Empowerment
© 2006 Prentice Hall Leadership in Organizations 4-27
Guidelines for Empowerment
Clarify objectives and explain how the work supports them Involve people in making decisions that affect them Delegate responsibility and authority for important activities Take into account individual differences in motivation and
skills Provide access to relevant information Provide resources needed to carry out new responsibilities Change management systems to be consistent with
empowerment
© 2006 Prentice Hall Leadership in Organizations 4-28
Guidelines for Empowerment Remove bureaucratic constraints and unnecessary
controls Express confidence and trust in people Provide coaching and advice when requested Encourage and support initiative and problem solving Recognize important contributions and achievements Ensure that rewards are commensurate with new
responsibilities Ensure accountability for the ethical use of power