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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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Guidelines for Delegating
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
Guidelines for Delegating
How to Manage Delegation