© 2002 Prentice Hall, Inc. Chapter 4 Participative Leadership, Delegation, and Empowerment

© 2002 Prentice Hall, Inc. Learning Objectives _ Understand research methods used to study participative leadership. _ Understand major findings in research on consequences of participative leadership. _ Understand the situations in which participative leadership is most effective.

© 2002 Prentice Hall, Inc. Learning Objectives _ Understand the major findings on the normative theory of leader decision making. _ Understand procedures for effective consultation. _ Understand delegation benefits and risks.

© 2002 Prentice Hall, Inc. Learning Objectives _ Understand when and how to use delegation effectively. _ Understand why follower perceptions of empowerment are important.

© 2002 Prentice Hall, Inc. Nature of Participative Leadership _ Autocratic Decision _ Consultation _ Joint Decision _ Delegation

© 2002 Prentice Hall, Inc. Consequences of Participative Leadership _ Decision Quality _ Decision Acceptance _ Satisfaction with the Decision Process _ Development of Participant Skills

© 2002 Prentice Hall, Inc. Research on Effects of Participative Leadership _ Questionnaire studies _ Field experiments _ Laboratory experiments _ Case studies of effective managers

© 2002 Prentice Hall, Inc. Normative Decision Model The decision procedure affects the quality of the decision and decision acceptance. The effect of the decision procedures, however, also depends on the situation.

© 2002 Prentice Hall, Inc. Figure 4-3

© 2002 Prentice Hall, Inc. Participative Leadership Guidelines: Diagnose Decision Situations _ Evaluate importance of decision. _ Identify people with relevant knowledge or expertise. _ Evaluate likely cooperation by participants. _ Evaluate likely acceptance without participation. _ Evaluate feasibility of meeting.

© 2002 Prentice Hall, Inc. Participative Leadership Guidelines: Encourage Participation _ Encourage expression of concerns. _ Describe proposals as tentative. _ Record ideas and suggestions. _ Build on ideas and suggestions. _ Be tactful. _ Listen to dissenting views without getting defensive. _ Utilize suggestions and deal with concerns. _ Show appreciation for suggestions.

© 2002 Prentice Hall, Inc. Delegation The assignment of new responsibilities to subordinates and additional authority to carry them out.

© 2002 Prentice Hall, Inc. Delegation Guidelines: What to Delegate _ Tasks that a subordinate can do better. _ Tasks that are urgent but not of 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.

© 2002 Prentice Hall, Inc. Delegation Guidelines: How to Delegate _ Specify responsibilities clearly. _ Provide adequate authority and specify limits of discretion. _ Specify reporting requirements. _ Ensure subordinate acceptance of responsibilities. _ Inform others who need to know.

© 2002 Prentice Hall, Inc. Delegation Guidelines: How to Delegate _ 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.

© 2002 Prentice Hall, Inc. Empowerment Psychological empowerment describes how the intrinsic motivation and self-efficacy of people are influenced by leadership behavior, job characteristics, organization structure, and their own needs and values.

© 2002 Prentice Hall, Inc. Summary _ Participative management involves efforts by a manager to encourage and facilitate participation by others in making decisions that would otherwise be made by the manager alone. _ The normative model helps managers identify when to involve subordinates in decisions and when to make decisions alone.

© 2002 Prentice Hall, Inc. Summary _ Delegation involves assigning new responsibilities and authority. _ Psychological empowerment involves a combination of meaningful work, high self-efficacy, self determination, and ability to influence relevant events.