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Participating leadership, delegation, empowerment

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understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.

understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.

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  • 1. Participating Leadership,Delegation & EmpowermentChapter 5
  • 2. What’s for today?Participative LeadershipDelegationEmpowerment123
  • 3. Participating LeadershipParticipating Leadership including consultation, jointdecision making, power sharing, decentralization,empowerment, and democratic managament.
  • 4. 04 types of Participation1 2 3 4
  • 5. Consequences of ParticipativeLeadership
  • 6. Diagnosing Decision SituationsEncourage Participation12Guidelines for Participating Leadership
  • 7. DelegationDelegation is used to describe a variety of differentforms of and degrees of power sharing with individualsubordinates.
  • 8. Improvement in decision qualityGreater subordinate commitmentMaking subordinates’ jobs more interesting,challenging, and meaningfulImproved time managementImportant form of management developmentAdvantages of Delegation
  • 9.  Aspects of the leader’spersonality Fear of subordinate makinga mistake High need for personalachievement Characteristics of thesubordinate Nature of the workReasons for Lack of Delegation
  • 10. How to DelegateHow to Manage Delegation12Guidelines for DelegationWhat to Delegate3
  • 11. EmpowermentPsychological Empowerment describes how the intrinsicmotivation and self-efficacy of people are influenced byleadership behavior, job characteristics, organizationstructure, and their own needs and values.
  • 12. o Stronger task commitmento Greater initiative in carrying out role responsibilitieso Greater persistence in the face of obstacles andtemporary setbackso More innovation and learningo Higher job satisfactiono Stronger organizational commitmentBenefit of Empowerment
  • 13. o Higher costs for selection and trainingo Higher labor costs for skilled employeeso Inconsistent service qualityo Expensive giveaways and bad decisionsby some employeeso Customer feelings of inequity aboutunequal treatmentCosts and Risks of Empowermento Opposition by middle managers who feel threatenedo Conflicts from raising employee expectations beyond what topmanagement is willing to concede
  • 14. Guidelines for Empowerment
  • 15. Case Study
  • 16. Echo Electronics (P.515)A quick look:• Echo Electronics: a small company making & distributingcommunications equipment• Paul Sanchez: production manager• Paul’s subordinates: 04 supervisors of 04 production departments
  • 17. Issues: 06 months ago: install new computerizedworkstations increase productivity in the plant Engineer manager suggested, Paul askedCEO for approval03 months later:productivity decrease, not increaseCustomers complained about defective productsPaul checked:Technicians: the new workstation operated properlyOther company using the same workstation: they having great success
  • 18. When Paul discussed with 04 subordinates: They shared his concerns but didn’t agreeamong themselves about the causes. Reasons including: poor design of workstation Inadequate training of production workers Lack of financial incentives for increasing productivity Ssupervisors’ perspective: production workers have strong feelingabout the workstationsResults: Morale declined. 02 employees quit job (they upset) CEO concerned about the issue, indicated Paul have to solve the problem(decline in productivity & product quality)
  • 19. Questions:1. What actions could Paul have taken to prevent theproblem?2. What steps should Paul take now to deal with theproblem?
  • 20. Solution for Question 1:• Before installing the new computerized workstations, Paulshould have exchanged information with 4 supervisors of the4 production departments.=> Paul should apply the Joint decision instead of AutocraticDecision in the Participative Leadership
  • 21. Solution for Question 2:• Step 1: Between the Engineering manager and Supervisors of each productiondepartment should have detail delegation each supervisor know their role inthe operation and the relationship between them with the new workstationinstalled.• Step 2: Paul should empower for Engineering manager to design with 4supervisors about installed new workstations and make the system can operatemore effectively  design again the workstation layout.• Step 3: Paul should apply the Joint decision in the Participative leadership =>can give and receive information from the engineering manager andsupervisors. Therefore, he can change or adjust the decision at right time.Besides, each supervisor knows clearly their position also their mission in thesystem.
  • 22. The end!Present by Group 1 – MBA5International UniversityVietnam National University - HCMC• Lê Thị Hải Yến• Đống Quang Vinh• Trần Tố Trinh• Nguyễn Đoan Nhã• Nguyễn Ngọc Hùng• Dư Ngọc Huyền Trang

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