1. PARTICIPATIVE MANAGEMENT AND LEADING TEAMS
CHAPTER SEVEN
PARTICIPATIVE
MANAGEMENT AND LEADING TEAMS

2. Learning Objectives
Understand when and why participation should be used to improve leadership effectiveness.
Explain the role of culture in the use and success of participative leadership.
Specify the elements of effective delegation.
Clarify the role of leadership in
self-managed teams.
5. Explain the principles of super- and self-leadership.

3. The Continuum of Participation
Organizational Structure
Traditional
organization
Team-based
Occasional
use of teams
and employee
participation
High management
Control – No employee
Participation
Total delegation
High employee
Management Control

4. Criteria for Use of Participation
When the task is complex and quality is important
When follower commitment is needed
When there is time
When the leader and follower are ready
When the leader and followers can easily interact

5. Benefits of Participation
Development of followers
Better decision on complex tasks
Increase in follower motivation and commitment
Opportunity to empower followers

6. Guidelines For Good Delegation
Delegate pleasant and unpleasant tasks
Clarify goals and expectations
Delegate authority along with responsibility
Provide support
Monitor and provide feedback
Delegate to different followers

7. Excuses For Not Delegating
“My followers are not ready.”
“They do not not have the skills.”
“I am uncomfortable delegating my
tasks.”
“I can do the job quicker myself.”
“My followers are too busy.”
“I am responsible for my followers
mistakes.”
“My own manager may think I am
not working hard enough.”

8. Characteristics Of Teams
Members are fully committed to common goals they develop
Members are mutually accountable
to one another
Members trust one another
Collaborative culture
Shared leadership based on facilitation
Synergy

9. Self-Managed Teams Power to manage their own work
Members with different expertise and experience
No outside manager and power to implement team decisions
Coordination with other teams
Internal leadership based on facilitation

10. Elements of Super Leadership
Developing positive and motivating thought patterns
Personal goal setting
Observation and self-evaluation
Self-reinforcement control and monitoring

11. Building Trust Trust Open communication Integrity Rewarding
cooperation
Mutual respect
And support
Competence
And hard
work
Fairness and
equity

12. Team Leadership Roles Assess team skills Continue to do real work
Counsel and
encourage
Obtain needed
training
Help define
tasks and goals
SELF-MANAGED
TEAM
Clarify team
boundaries
Help develop
implementation
plan
Observe from a
distance
Manage conflict
and relationships

13. Leading Change: Delphi Automotive Systems
Demand for customization and independence from GM
Reinvented itself by changes in physical plant and worker behavior
Encouraged pride and ownership of work; people at the center of the workflow
Work stations and tools are completely modular
Each “cell” is independent and empowered to do its own work as needed

14. Leadership In Action: Dian Graves Owen
People thrive on responsibility
Encourage autonomy and empower employees
Self-managed teams that are flexible and use their expertise
Employee participation and stock ownership

15. The Leadership Challenge
Focus on guidelines for delegation
Listen to feedback, even if unpleasant
Tasks should be spread among followers
Delegation to different people provides opportunity to develop followers and observe performance
Volunteers are highly valuable; they have the motivation to do the task