Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-1 Chapter 8 Participative...

Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-1

Chapter 8

Participative Management and Leading Teams


Learning Objectives

Understand when and why participation should be used to improve leadership effectiveness

Explain the role of culture in the use of participative leadership

Specify the elements of effective delegation

Consider the issue of participative management

Explain the principles of self-leadership

Discuss the types of dysfunctions that may occur in teams and how leaders can help resolve them


Continuum of Participation

Organizational Structure

Management Control

High management control = No employeeparticipation

Total delegation = High employee

participation

Traditional organization

Team-basedorganization

Occasional use of teams and employee participation


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


Benefits of Participation

Development of followers

Better decision on complex tasks

Increase in follower motivation and commitment

Opportunity to empower followers


Role of Culture

Collectivist cultures emphasize team processes

Higher power distances reduces team empowerment

Humane orientation supports use of teams

Horizontal-vertical dimension also plays a role


Benefits of Delegation

Frees leaders’ time for new tasks and strategic activities

Provides employees with opportunities to learn and develop

Allows employees to be involved in tasks

Allows observation and evaluation of employees in new tasks

Increases employee motivation and satisfaction


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


Excuses for Not Delegating

My followers are not ready

They do not have the right 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


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


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


Elements of Self-Leadership

Positive and motivating thought patterns

Personal goal setting

Observation and self-evaluation

Self-reinforcement

Self-control and monitoring


Strategies for Developing Self-Leadership

Listen more; talk less

Ask questions rather than provide answers

Share information rather than hoard it

Encourage independent thinking rather than compliant followership

Encourage creativity rather than conformity


New Roles for Team Leaders

Help team develop implementation plan

Continue to make individual

contribution

Obtain training for team

Help team clarify

boundaries

Help team clarify

boundaries

Observe from a distance

Assess team skills

Help team define goals and tasks

Counsel and encourage team

members

Help manage conflict and relationships

Team Leaders


Typical Dysfunctions in Teams

Groupthink

Free-riders

Negativity – bad apples

Lack of cooperation and trust


Groupthink

Antecedents

• High cohesion• Complex situation

• Strong directive leader• Insulation from outside• Lack of procedures to consider alternatives

Symptoms of Groupthink1. Illusion of invulnerability2. Belief in the morality of the group3. Collective rationalization4. Stereotyping outsiders5. Self-censorship6. Illusion of unanimity7. Direct pressure on dissenters8. Self-appointed mindguards

Consequences: Poor Decision Making

1. Poor information gathering2. Selective information

processing3. Development of few

alternatives

4. Failure of consider real risk fully5. Failure to reevaluation decision

and alternatives6. Failure to develop contingency

plan


Building Trust

Open communication

Open communication IntegrityIntegrity

Reward cooperation

Reward cooperation

Competence and hard workCompetence

and hard workFairness and

equityFairness and

equity

Mutual respect and

support

Mutual respect and

support


Team Training Activities

Team building

Cross-training

Coordination training

Self-guided correction

Assertiveness training


Leadership Challenge

Focuses on guidelines for delegation

Listens 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


Leading Change: Sweeney

Focuses on giving her team credit

Passion for innovation

Enjoys new tasks

Finds the right people and give them room

Hands-off manager


Leadership in Action: Mackey

Entirely team-based organization

Empowers employees

Profit and gain-sharing

“Declaration of interdependence”

Employee happiness

Continuous learning

Internal promotions


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Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-1 Chapter 8 Participative...

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