Post on 09-Apr-2018
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6 ParticipativeParticipativeLeadershipLeadership
Principles & ActionsPrinciples & Actions
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LeaderLeader -- Follower : :Follower : : RelationshipsRelationships
A SummaryA Summary
The LMX ModelThe LMX Model
MentoringMentoring
CoachingCoaching
SituationalSituational
LeadershipLeadership
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Participative Leadership : :Participative Leadership : : AnAn IntroIntroDefinition: Participative LeadershipDefinition: Participative Leadership
Leadership that encourages & facilitatesLeadership that encourages & facilitates participationparticipation
from othersfrom others, especially in aspects of decision, especially in aspects of decision--makingmaking
Good leaders makeGood leaders make
people feel that theypeople feel that theyre atre atthethevery heart of thingsvery heart of things,,
not at the peripherynot at the periphery
((Warren Bennis)Warren Bennis)
Any organizationAny organizationdevelopsdevelops
peoplepeople; it either forms them; it either forms them
or deforms themor deforms them
(Peter(Peter DruckerDrucker))
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ParticipativeParticipative LeadershipLeadership : :: : IntroIntroBenefits of Participative DecisionBenefits of Participative Decision--MakingMaking
Decision Quality:
More knowledge & information is shared
Decision Quality:Decision Quality:
MoreMore knowledge & informationknowledge & information is sharedis shared
Decision Acceptance:People identify more with decisions they have had input into
Decision Acceptance:Decision Acceptance:
PeoplePeople identifyidentify more with decisions they have hadmore with decisions they have had input intoinput into
Satisfaction with the Decision Process:From being able to have input during the decision process
Satisfaction with the Decision Process:Satisfaction with the Decision Process:
From being able toFrom being able to have inputhave input during the decision processduring the decision process
Development of Participant Skills:Decision-making experience cangreatly develop employees
Development of Participant Skills:Development of Participant Skills:DecisionDecision--makingmaking experienceexperience cancan
greatlygreatly developdevelop employeesemployees
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Identify the Need for a Decision
Identify the Need for a DecisionIdentify the Need for a Decision
Classify the Problem / Opportunity
Classify the Problem / OpportunityClassify the Problem / Opportunity
Generate Alternatives
Generate AlternativesGenerate Alternatives
Select the Best Alternative
Select the Best AlternativeSelect the Best Alternative
Implement the Chosen Alternative
Implement the Chosen AlternativeImplement the Chosen Alternative
Learn from the Feedback
Learn from the FeedbackLearn from the Feedback
STEP 1:
STEP 1:STEP 1:
STEP 2:
STEP 2:STEP 2:
STEP 3:
STEP 3:STEP 3:
STEP 4:
STEP 4:STEP 4:
STEP 5:
STEP 5:STEP 5:
STEP 6:
STEP 6:STEP 6:
Participative Leadership : :Participative Leadership : : IntroIntroThe Six Steps of Decision MakingThe Six Steps of Decision Making
From Principles of Management lecture on DecisionFrom Principles of Management lecture on Decision--Making (David Weale)Making (David Weale)
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ParticipativeParticipative DecisionDecision--MakingMaking : :: : ModelModelThe Participative Decision Making ModelThe Participative Decision Making Model
Helps the leader define how much participation toHelps the leader define how much participation to
include for a particular situationinclude for a particular situation
Two related models:Two related models: DevelopmentDevelopment--BasedBased & Time Driven& Time Driven
Main ComponentsMain Components
Four levelsFour levels of participativeof participative
decisiondecision--making choicesmaking choices
Seven situational variablesSeven situational variables
that influence the amountthat influence the amount
of participationof participation
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ParticipativeParticipative Decision MakingDecision Making : :: : ModelModelParticipative DecisionParticipative Decision--Making ChoicesMaking Choices
Inc
reasingEmp
owerment
IncreasingEmpowerment
Give authority & responsibility to an individual
or group (with decision-making limits)
Give authority & responsibilityGive authority & responsibility to an individualto an individual
or group (with decisionor group (with decision--making limits)making limits)
DecideDecide
ConsultConsult
FacilitateFacilitate
DelegateDelegate
Present the problem / opportunity, then
facilitate the group decision-making process
Present the problem / opportunity, thenPresent the problem / opportunity, then
facilitate the group decisionfacilitate the group decision--makingmaking processprocess
Present the problem / opportunity, collect
input, then make the final decision alone
Present the problem / opportunity,Present the problem / opportunity, collectcollect
inputinput, then, then make the final decisionmake the final decision alonealone
Make decision alone with no other input,
then announce or sell the decision
Make decision aloneMake decision alone with no other input,with no other input,
thenthen announceannounce oror sellsell the decisionthe decision
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ParticipativeParticipative Decision MakingDecision Making : :: : ModelModelSeven Situational VariablesSeven Situational Variables
1.1. Decision SignificanceDecision Significance For the organizationFor the organization
2.2. Importance of CommitmentImportance of Commitment For implementation success?For implementation success?
3.3. Leader ExpertiseLeader Expertise How competent is the leader?How competent is the leader?
4.4. Likelihood of CommitmentLikelihood of Commitment Is it more likely with a group decision?Is it more likely with a group decision?
5.5. Group Support for GoalsGroup Support for Goals Are they running with the organization?Are they running with the organization?
6.6. Goal ExpertiseGoal Expertise Do they have situational ability?Do they have situational ability?
7.7. Team CompetenceTeam Competence Are they able to contribute?Are they able to contribute?
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H
H -
HH
HH DelegateL Facilitate
L -Consult
L - -
LH H
H Delegate
LFacilitate
L -
L - - Consult
L - -H
HH Delegate
L Facilitate
L -Consult
L - -
LH -
H - - - Decide
L - - -Delegate
L - - - - - Decide
PROBL
EMS
TATEM
ENT
Decision
Signifi
canc
e?
Impo
rtanc
eof
Commitm
ent?
Lead
er
Expe
rtise
?
Likelih
oodof
Commitm
ent?
Group
Supp
ort?
Group
Expe
rtise
?
Team
Compete
nce?
The DevelopmentThe Development--Based : :Based : : ModelModel
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Participative : :Participative : : DecisionDecision--MakingMakingGroup ExerciseGroup Exercise
Put the model to the test by using for these casesPut the model to the test by using for these cases
You need to conduct a training program for a new serviceYou need to conduct a training program for a new service
HH LL -- LL HH HH LL
Why would this be a good decisionWhy would this be a good decision--making option?making option?
You need to create a new promotion campaignYou need to create a new promotion campaign
HH HH -- HH HH LL HH
Why would this be a good decisionWhy would this be a good decision--making option?making option?
Your hotel needs to work on a newYour hotel needs to work on a new--look F&B restaurant menulook F&B restaurant menu
HH HH -- HH HH HH HH
Why would this be a good decisionWhy would this be a good decision--making option?making option?
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Making : :Making : : Delegation HappenDelegation HappenDefinition: DelegationDefinition: Delegation
The act ofThe act of assigning authority & responsibilityassigning authority & responsibility,,
for specific functions, tasks or decisions, to anotherfor specific functions, tasks or decisions, to another
Examples:Examples:
AssigningAssigning new & differentnew & different
taskstasks to a personto a person
IncreasingIncreasing decisiondecision--makingmaking
authorityauthority in a personin a persons jobs job
Reducing how much aReducing how much a
person needs toperson needs to reportreport
toto managementmanagement
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Making : :Making : : Delegation HappenDelegation HappenStrong ReasonsStrong Reasons FORFOR DelegatingDelegating
Managers rating reasonsManagers rating reasons for delegatingfor delegating as importantas important
To develop employee skills & confidenceTo develop employee skills & confidence 97%97%
To enable employees to deal with problems quicklyTo enable employees to deal with problems quickly 91%91%
To enable decisions to be made close to the actionTo enable decisions to be made close to the action 89%89%
To increase employee commitment to the taskTo increase employee commitment to the task 89%89%
To make jobs more interesting for employeesTo make jobs more interesting for employees 78%78%
To enable managers to focus on bigger prioritiesTo enable managers to focus on bigger priorities 68%68%
To satisfy superiors who want you to delegate moreTo satisfy superiors who want you to delegate more 24%24%
To get rid of boring tasks that managers donTo get rid of boring tasks that managers dont want to dot want to do 23%23%
Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegation & consultation byDeterminants of delegation & consultation bymanagersmanagers, Journal of Organizational Behavior, Journal of Organizational Behavior
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Making : :Making : : Delegation HappenDelegation HappenReasons Why ManagersReasons Why Managers DO NOTDO NOT DelegateDelegate
Managers rating reasonsManagers rating reasons for not delegatingfor not delegating as importantas important
To keep decisions involving confidential informationTo keep decisions involving confidential information 87%87%
To keep tasks & decisions that are very importantTo keep tasks & decisions that are very important 76%76%
To keep tasks & decisions central to the managerTo keep tasks & decisions central to the managers roles role 73%73%
To keep tasks for which mistakes are highly visibleTo keep tasks for which mistakes are highly visible 58%58%
To keep tasks that managers feel they can do betterTo keep tasks that managers feel they can do better 51%51%
To keep tasks that are difficult to explainTo keep tasks that are difficult to explain 43%43%
To keep tasks that are difficult to monitorTo keep tasks that are difficult to monitor 39%39%
To keep tasks that are interesting & enjoyableTo keep tasks that are interesting & enjoyable 24%24%
Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegation & consultation byDeterminants of delegation & consultation bymanagersmanagers, Journal of Organizational Behavior, Journal of Organizational Behavior
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Transformational : :Transformational : : DelegationDelegationConsider This:Consider This:
AvolioAvolio & Bass (1991) searched the literature on delegation && Bass (1991) searched the literature on delegation &
extractedextracted 20 ways to make delegating more effective20 ways to make delegating more effective
Consider each point & decide which component ofConsider each point & decide which component oftransformational leadershiptransformational leadership it fits intoit fits into
IIII
ISIS
ICIC
IMIM
Idealized Influence
Inspirational Motivation
Intellectual Stimulation
Individual Consideration
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Making : :Making : : Delegation HappenDelegation HappenWhat to DelegateWhat to Delegate
Source:Source:YuklYukl. G, & Fu. P (1999),. G, & Fu. P (1999), Determinants of delegationDeterminants of delegation& consultation by managers& consultation by managers, Journal of Organizational Behavior, Journal of Organizational Behavior
Tasks that can beTasks that can be better done by a subordinatebetter done by a subordinate::
The person may have more expertise or be closer to the problemThe person may have more expertise or be closer to the problem
Tasks that areTasks that are relevantrelevant to a subordinateto a subordinates career:s career:
To develop skills & encourage the exercise of initiativeTo develop skills & encourage the exercise of initiative
Tasks ofTasks of appropriate difficultyappropriate difficulty::Specific, yet challenging for effective learningSpecific, yet challenging for effective learning
BothBoth pleasant & unpleasantpleasant & unpleasant tasks:tasks:
To provide a realistic balanceTo provide a realistic balance
TasksTasks not centralnot central to the managerto the managers role:s role:
Facilitation or consultation is OKFacilitation or consultation is OK
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Steps Toward : :Steps Toward : : EmpowermentEmpowermentDefinition: EmpowermentDefinition: Empowerment
TheThe intrinsic motivationintrinsic motivation && selfself--efficacyefficacy that stemsthat stems
from the receipt of delegated leadership authorityfrom the receipt of delegated leadership authority
OverOver70% of organizations70% of organizations
have adopted some kind ofhave adopted some kind ofempowerment initiative forempowerment initiative for
at least part of their workforceat least part of their workforce
((Lawler et al, 2001)Lawler et al, 2001)
To be successful in todayTo be successful in todays globals global
environment, companies need theenvironment, companies need the
knowledge, ideas, energy &knowledge, ideas, energy &
creativitycreativityof every employeeof every employee((SpreitzterSpreitzter, 2007), 2007)
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Steps Toward : :Steps Toward : : EmpowermentEmpowermentEmpowerment ClarifiedEmpowerment Clarified
not something that managers donot something that managers do
to employees, but ratherto employees, but rather
a mindseta mindset
that employees havethat employees haveabout theirabout their
role in an organizationrole in an organization
While management canWhile management can
create a context that iscreate a context that is
more empowering...more empowering...
employees mustemployees must
choosechooseto be moreto be moreempoweredempowered
Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven QuestionsEvery Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949
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Steps Toward : :Steps Toward : : EmpowermentEmpowerment
Four Characteristics of Empowered PeopleFour Characteristics of Empowered People
Sense of Autonomy:Sense of Autonomy:
Freedom & discretion with theFreedom & discretion with the
authority theyauthority theyve been givenve been given
Sense of Meaning:Sense of Meaning:
The authority has significance;The authority has significance;
the tasks are importantthe tasks are important
Sense of Competence:Sense of Competence:
Confidence in their abilities toConfidence in their abilities to
succeed with the extra authoritysucceed with the extra authoritySense of Impact:Sense of Impact:
They are making a difference;They are making a difference;
& having a positive influence& having a positive influence
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Case Study : :Case Study : : Jack WelchJack WelchFormer Chairman & CEO of General Electric (1981Former Chairman & CEO of General Electric (1981--2001)2001)Great Leadership SkillsGreat Leadership Skills Very EmpowermentVery Empowerment--MindedMinded
If you pick theIf you pick theright peopleright peopleand give them theand give them theopportunity to spreadopportunity to spread
their wingstheir wingsand putand putcompensationcompensationas a carrier behind itas a carrier behind ityou almostyou almostdon't have to manage themdon't have to manage them
We are constantlyWe are constantlyamazedamazedbyby
how much people will do whenhow much people will do when
they arethey are
not told what to donot told what to do
by managementby management
We began to cultivateWe began to cultivateselfself--
confidenceconfidenceamong our leaders byamong our leaders byturning themturning themlooseloose, giving them, giving them
independenceindependence& resources& resources
& encouraging them to take& encouraging them to take
big swingsbig swings
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Steps Toward : :Steps Toward : : EmpowermentEmpowermentThrough Transformational LeadershipThrough Transformational Leadership
ISIS
ICIC
IMIM
At the heart of transformational leadership is theAt the heart of transformational leadership is the
development of followersdevelopment of followers, with much of this, with much of this
occurring through effective empowermentoccurring through effective empowerment
Pointing outPointing outthe importance of an assignmentthe importance of an assignment
HighlightingHighlightingthe positive qualities of other followersthe positive qualities of other followersHelpingHelpingfollowers compliment each othersfollowers compliment each othersstrengthsstrengths
QuestioningQuestioningfollowersfollowersthinking & assumptionsthinking & assumptions
SupportingSupportingfollowers who voice unusual ideasfollowers who voice unusual ideas
EncouragingEncouragingcreativity and diversitycreativity and diversity
Source: Bass. B & Riggio. R (2006),Source: Bass. B & Riggio. R (2006), Transformational LeadershipTransformational Leadership
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Steps Toward : :Steps Toward : : EmpowermentEmpowermentHow Empowered People are TransformationalHow Empowered People are Transformational
IIII
ISIS
ICIC
IMIMBy Inspiring Others:By Inspiring Others: Facilitating change by creatingFacilitating change by creating
enthusiasm & motivating others to turn vision into realityenthusiasm & motivating others to turn vision into reality
By Upwardly Influencing:By Upwardly Influencing: Confidently articulatingConfidently articulating
vision to superiors to gain support & resourcesvision to superiors to gain support & resources
By Being Innovative:By Being Innovative: Thinking & acting in new ways,Thinking & acting in new ways,
experimenting with new ideas & creative solutionsexperimenting with new ideas & creative solutions
By Empowering Others:By Empowering Others: Influencing others to findInfluencing others to finda strong sense of meaning in their own worka strong sense of meaning in their own work
Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven QuestionsEvery Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949
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Breaking Down Barriers to EmpowermentBreaking Down Barriers to Empowerment
Reduce the Bureaucratic Culture:Reduce the Bureaucratic Culture:
Which slows change & keep decisionWhich slows change & keep decision--making centralizedmaking centralized
Eliminate MultiEliminate Multi--Level Conflict:Level Conflict:
Competitiveness stifles freeCompetitiveness stifles free--flowing knowledge transferflowing knowledge transfer
ReduceReduce Personal Time Constraints:Personal Time Constraints:Which stifles the freedom needed to initiate & innovateWhich stifles the freedom needed to initiate & innovate
[Leaders] must be willing to relinquish control,[Leaders] must be willing to relinquish control,
to risk releasing the potential of their people,to risk releasing the potential of their people,to trust that employees will do the rightto trust that employees will do the right
thing if given the chancething if given the chance
Quinn &Quinn & SpreitzerSpreitzer, 1997, 1997
Steps Toward : :Steps Toward : : EmpowermentEmpowerment
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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentTwo Approaches Toward EmpowermentTwo Approaches Toward Empowerment
Start at the top & assessmanagements needs
Start at the top & assessStart at the top & assess
managementmanagements needss needs
Clarify the organizationsmission, vision & valuesClarify the organizationClarify the organization
ss
mission, vision & valuesmission, vision & values
Clearly specify the tasksroles & employee rewards
Clearly specify the tasksClearly specify the tasks
roles & employee rewardsroles & employee rewards
Delegate responsibilitybut hold people accountable
Delegate responsibilityDelegate responsibility
but hold people accountablebut hold people accountable
Start at the bottom &understand peoples needs
Start at the bottom &Start at the bottom &
understand peopleunderstand peoples needss needs
Model empoweredbehavior for employeesModel empoweredModel empowered
behavior for employeesbehavior for employees
Build teams to encouragecooperative behavior
Build teams to encourageBuild teams to encourage
cooperative behaviorcooperative behavior
Encourage smart risk-taking& trust people to perform
Encourage smart riskEncourage smart risk--takingtaking
& trust people to perform& trust people to perform
MechanisticMechanistic OrganicOrganic
Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven Questions
Every Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949
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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentCombiningCombining Approaches for True EmpowermentApproaches for True Empowerment
Step 1Develop a clear vision
& challenge
Step 1Step 1
Develop a clear visionDevelop a clear vision
& challenge& challenge
Step 3
Establish boundaries& guiding principles
Step 3Step 3
Establish boundariesEstablish boundaries& guiding principles& guiding principles
Step 2Facilitate openness
& teamwork
Step 2Step 2
Facilitate opennessFacilitate openness
& teamwork& teamwork
Step 4
Provide support &a sense of security
Step 4Step 4
Provide support &Provide support &a sense of securitya sense of security
MechanisticMechanistic OrganicOrganic
Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven QuestionsEvery Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949
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Facilitating : :Facilitating : : Real EmpowermentReal Empowerment
Develop a Clear Vision & ChallengeDevelop a Clear Vision & Challenge
Highly empowered peopleHighly empowered people understandunderstand
the organizationthe organizationss vision & directionvision & direction
Which enables them toWhich enables them to act autonomouslyact autonomously instead ofinstead of
waiting for permission & directionwaiting for permission & direction from managementfrom management
Empowered employees should beEmpowered employees should be challenged to stretch theirchallenged to stretch their
capabilitiescapabilities to benefit themselves & the organizationto benefit themselves & the organization
LeaderLeaders Question:s Question: Am IAm Icontinuouslycontinuouslyworking to clarifyworking to clarify
the sense of strategic directionthe sense of strategic direction
for my people?for my people?
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Facilitate Openness & TeamworkFacilitate Openness & Teamwork
Empowerment happens when the organizational culture clearlyEmpowerment happens when the organizational culture clearly
demonstratesdemonstrates transparency, openness & teamworktransparency, openness & teamwork in all areasin all areas
LeaderLeaders Question:s Question: Am IAm I
continuouslycontinuouslystriving forstriving for
participation and involvement?participation and involvement?
Facilitating : :Facilitating : : Real EmpowermentReal Empowerment
We had to get rid of anything that was getting in the way of beiWe had to get rid of anything that was getting in the way of beingng
informal, of being fast, of being boundaryinformal, of being fast, of being boundary--lessless (Jack Welch)(Jack Welch)
GE initiative:GE initiative: The WorkoutThe Workout:: Many employees frequentlyMany employees frequently
meet tomeet to share ideas, thoughts & knowledgeshare ideas, thoughts & knowledge
It encouragesIt encourages communication & accountabilitycommunication & accountability,,
which results inwhich results in positive change & innovationpositive change & innovation
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Establish Boundaries & Guiding PrinciplesEstablish Boundaries & Guiding Principles
Highly empowered people report that their organizations provide:Highly empowered people report that their organizations provide:
Clear & Challenging Goals:Clear & Challenging Goals: Aligned with the main visionAligned with the main visionClear Lines of Authority:Clear Lines of Authority: And decisionAnd decision--making boundariesmaking boundaries
Clear Role Identity:Clear Role Identity: How their work fits into the big pictureHow their work fits into the big picture
These boundaries & guidelines reduce the disabling uncertaintyThese boundaries & guidelines reduce the disabling uncertainty
& ambiguity that so often accompanies empowerment efforts.& ambiguity that so often accompanies empowerment efforts.
Quinn &Quinn & SpreitzerSpreitzer, 1997, 1997
LeaderLeaders Question:s Question: Am IAm I
continuouslycontinuouslyworking to clarifyworking to clarify
expectations regarding the goals, tasksexpectations regarding the goals, tasks
& lines of authority in my organization?& lines of authority in my organization?
Facilitating : :Facilitating : : Real EmpowermentReal Empowerment
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Provide Support and a Sense of SecurityProvide Support and a Sense of Security
To feel that the system embraces empowerment, employeesTo feel that the system embraces empowerment, employees
need a sense ofneed a sense of social supportsocial support from their bosses & peersfrom their bosses & peers
Efforts to takeEfforts to take initiative & risk must be encouragedinitiative & risk must be encouraged
Or employees will worry aboutOr employees will worry about seeking permissionseeking permission first,first,
rather thanrather than asking for forgivenessasking for forgiveness when they make mistakeswhen they make mistakes
They must believe that the company willThey must believe that the company will supportsupport
them as they learn & grow.them as they learn & grow.
LeaderLeaders Question:s Question: Am IAm I
continuouslycontinuouslyworking to supportworking to support
my people with advice & resourcesmy people with advice & resources
whilst affirming their honest efforts?whilst affirming their honest efforts?
Facilitating : :Facilitating : : Real EmpowermentReal Empowerment
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Facilitating : :Facilitating : : RealReal EmpowermentEmpowermentCombiningCombining Approaches for True EmpowermentApproaches for True Empowerment
Step 1Develop a clear vision
& challenge
Step 1Step 1
Develop a clear visionDevelop a clear vision
& challenge& challenge
Step 3
Establish boundaries& guiding principles
Step 3Step 3
Establish boundariesEstablish boundaries& guiding principles& guiding principles
Step 2Facilitate openness
& teamwork
Step 2Step 2
Facilitate opennessFacilitate openness
& teamwork& teamwork
Step 4
Provide support &a sense of security
Step 4Step 4
Provide support &Provide support &a sense of securitya sense of security
MechanisticMechanistic OrganicOrganic
Source: Quinn. R.E, &Source: Quinn. R.E, & SpreitzerSpreitzer. G.M (1997),. G.M (1997), The Road to Empowerment: Seven QuestionsThe Road to Empowerment: Seven QuestionsEvery Leader Should ConsiderEvery Leader Should ConsiderOrganizational Dynamics,Organizational Dynamics, VolVol26, No 2, pp 3726, No 2, pp 37--4949
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Making : :Making : : Empowerment HappenEmpowerment Happen
Empower SomebodyEmpower Somebody
Take a real life situationTake a real life situation
Either your own job or the jobEither your own job or the job
of someone you knowof someone you know
DiscussDiscuss -- and outline on paperand outline on paper
how thehow the FOUR empowermentFOUR empowerment
facilitation stepsfacilitation steps can becan beactivated for effectiveactivated for effective
empowermentempowerment
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Participative Leadership : :Participative Leadership : : SummarySummary
Participative Leadership:Participative Leadership: Leadership that encouragesLeadership that encourages
& facilitates participation from others& facilitates participation from others
Participative DecisionParticipative Decision--Making Model:Making Model: Helps the leaderHelps the leaderdefine how much decisiondefine how much decision--making participation to includemaking participation to include
Four Levels of DecisionFour Levels of Decision--Making Participation:Making Participation:
Decide, consult, facilitate, delegateDecide, consult, facilitate, delegateDelegation:Delegation: The act of assigning authorityThe act of assigning authority
& responsibility to a subordinate& responsibility to a subordinate
Empowerment:Empowerment: The intrinsic motivationThe intrinsic motivation
& self& self--efficacy that stems from the receiptefficacy that stems from the receipt
of delegated leadership authorityof delegated leadership authority