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Newstrom
12/e PPT
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2. Empowerment and Participation
Chapter Eight
Empowerment and Participation
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Chapter Objectives
To understand:
The nature of empowerment and its prerequisites
The participative process
Servant leadership
Benefits of participation
Types of participative programs
Limitations of participation
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4. Nature of Empowerment and Participation
Powerlessness Causes Low Self-esteem
Imposter phenomenon
Empowerment is any process that provides greater autonomy to employees through:
Sharing of relevant information
Control over factors affecting job performance
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5. Nature of Empowerment and Participation
Broad Approaches to Empowerment
Job mastery
Control
Role models
Social reinforcement and persuasion
Emotional support
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6. Nature of Empowerment and Participation
Behavioral Tools
Mutual goal setting
Job feedback
Modeling
Contingent reward systems
Participative management
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7. The Process of Empowerment
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What is Participation?
Participation is…
Involvement (ego)
Contribution (creativity)
Responsibility (builds teamwork)
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9. Why is Participation Popular?
Participation leads to…
Improved performance
Higher job satisfaction
Spirit
Desire
Expectations
Ethical imperatives
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10. Benefits of Participation
Higher output
Better quality
Creativity
Innovation
Higher motivation
Reduced turnover and absences
Better communication
Benefits may emerge slowly.
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11. The Participative Process
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12. The Impact on Managerial Power
Leader-Member Exchange
Reciprocal relationships develop
High-quality relationship results in greater decision influence
Participative managers retain final authority
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Two View of Power
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14. Prerequisites for Participation
Adequate time to participate
Potential benefits greater than costs
Relevance to employee interests
Adequate employee abilities
Mutual ability to communicate
No feeling of threat to either party
Restriction to the area of job freedom
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Contingency Factors
Emotional intelligence
Differing employee needs for participation
Responsibilities of employees and manager
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16. Expectations of Employees
All employees should agree to…
Be responsible for their actions
Operate within organizational policies
Be contributing team members
Respect and try to use the perspectives of others
Be dependable and ethical
Demonstrate responsible self-leadership
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17. Expectations of Managers
Responsibilities of managers…
Identifying the issues to be addressed
Specifying the level of involvement desired
Providing relevant information
Providing relevant training
Allocating fair rewards
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18. Programs for Participation
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19. Limitations of Participation
Negative Forces Affecting Participation
Theory X beliefs and assumptions
Lack of support from higher levels
Manager fear of lost power, status, and control
Lack of adequate training
Problems encountered in early stages
Substantial efforts needed to implement
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20. Placing the needs of others above one’s own self-interest
Servant Leadership
Placing the needs of others above one’s own self-interest
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Servant Leadership
Key Behaviors
Listen actively and empathetically
Engage in introspection to better understand one’s own attitudes and feelings
Treat others as equals, with respect
Engage in dialogue/paraphrasing to ensure understanding
Affirm the worth and contributions of others
Admit mistakes and ask for help
Build trust by articulating values and acting consistently with them
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Concluding Thoughts
In spite of limitations, participation is generally successful
Employee demand for power and use of their talent will not go away
The need for participation is a basic human drive
Participation adds meaning to work
Leaders must devote long-range effort toward promoting participation
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