Chapter 8 Participative Management Copyright ©2009 Pea.docx

Chapter 8 Participative Management Copyright ©2009
Pearson Education, Inc. Publishing as Prentice Hall
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Chapter Eight
Participative Management and Leading Teams
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Learning Objectives
Understand when and why participation should be used
Explain the role of culture in the sue participative leadership
Specify the elements of effective delegation
Clarify the role of leadership in self-managed teams
Explain the principles of self-leadership
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The Continuum of Participation
Traditional
organization
Team-based
organization
Organizational Structure
Management Control
High management
Control – No employee
Participation
Total delegation
High employee
Participation
Occasional
use of teams
and employee
participation
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When should participation and teams be used?Use of team and
participation occur along a continuum. On one end, the leader
retains all control and makes all decisions without any

consultation or even information from the subordinates on the
other end, the leader delegates all decision making to followers
and allows them the final say.Few leaders use extreme
autocratic or delegation styles; rather, most rely on a style that
falls somewhere in between. Similarly, few organizations are
either entirely team based or make no use of teams at all. Most
fall near the middle of the continuum, with a combination of
teams and traditional hierarchical structures.
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Criteria for Use of Participation
When the task is complex and quality is important: Complex
tasks require input from people with different expertise.People
with different points of view are more likely to deliver a quality
decision.
When follower commitment is needed: Followers participation
increases commitment and motivation
When there is time: Deadline seeks extensive participation
When the leader and follower are ready: participation can only
succeed if both leader and followers agree to its benefits, are
trained in how to use it, and are committed to its success.
When the leader and followers can easily interact: such
interaction is only possible if restrictions because of factors
such as geographic locations, structural elements or task
requirements are minimized
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The issue of delegationThe goal of delegation can be as simple
as helping a leader ease an excessive workload. In its most
basic form, delegation is simple handling off a task to someone
else; in a more complex form, delegation can resemble
participation management
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Benefits of delegation-Delegation frees up the leader’s time for
more new tasks and strategic activities-Delegation provides
employees with opportunities to learn and develop-Delegation
allows employees to be involved in tasks-Delegation allows
observation and evaluation of employees in new tasks-
Delegation increases employee motivation and satisfaction
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Benefits of Participation
Development of followers
Better decision on complex tasks

Increase in follower motivation and commitment
Opportunity to empower followers
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Guidelines for Good Delegation
Delegate pleasant and unpleasant tasks; provide followers with
a variety of experiences
Clarify goals and guideline regarding expectations
Delegate authority along with responsibility and provide
resources such as time, training and advice needed to complete
the task
Monitor and provide feedback: keep track of progress and
provide feedback during and after task completion at regular
intervals
Delegate to different followers: to those who are most
motivated to complete tasks
Create a safe environment: encourage experimentation; tolerate
mistakes and worthy efforts that may fail
Develop your own coaching skills: take workshops and training
classes to assure that you have the skills to delegate
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Excuses for Not Delegating
Followers are not ready
Subordinates do not have the skills
Leaders are uncomfortable delegating their tasks
Leaders can do the job quicker themselves
Followers are too busy
Leaders are responsible for their followers mistakes
Managers may think that subordinates are not working hard
enough
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Characteristics of Teams
Members are fully committed to common goals they develop
themselves
Members are mutually accountable to one another and to the
organization for the outcome of their goal
Members trust one another
Collaborative culture: whereas group members share norms,
team members have a shared culture

Shared leadership based on facilitation
Teams develop synergy: team members together achieve more
than each individual is capable of doing
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Self-Managed Teams
Self managed teams exhibit the following characteristics:
Power to manage their own work: SMTs can set goals, plan,
staff, schedule, monitor quality, and implement decisions.
Members with different expertise and experience: Without a
broad range of experience, the team cannot manage all aspects
of the work
No outside manager and power to implement team decisions:
Team members manage themselves, their budget, and their task
through shared leadership.
The power to implement decisions; Team members have the
power and the resources necessary to implement decisions.
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Coordination with other teams :Because each team is
independent and does not formally report to a manager, the
teams themselves rather than managers must coordinate their
tasks and activities to assure integration
Internal leadership based on facilitation: Leadership often
rotates among members depending on each member’s expertise
in handling a specific situation.
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Helping teams become effectivePossible team training activities
include:
-Team building to clarify team goals and member roles and set
patterns for acceptable interaction
-Cross training to assure that team members understand one
another’s task
-Coordination training to allow the team to work together by
improving communication and coordination
-Self-guided orientation to teach team members to monitor,
assess, and correct their behavior in the team.
-Assertiveness training to help team members express
themselves appropriately when making request, providing
feedback, and other interaction among themselves
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Elements of Self-Leadership

Developing positive and motivating thought patterns:
individuals and teams seek and develop environments that
provide positive cues and a supportive and motivating
environment
Personal goal setting: Individuals and teams set their own
performance goals and performance expectations
Observation and self-evaluation: Team members observe their
own and other team members’ behaviors and provide feedback
and critique and evaluate one another’s performance
Self-reinforcement control and monitoring: Team members
provide rewards and support to one another
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Some of the strategies for the development for self-leaders
include the following:
-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.
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Team Leadership Roles
Counsel and encourage
team members
Help team define
its goals and tasks
Help team develop
implementation plan
Manage conflicts
and relationships
Observe from a
distance
Clarify the team’s
boundaries
Obtain necessary
training
Continue to do
real work
Assess team
skills

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The role of leaders in a team environmentMany practitioners
refer to team leaders as facilitators and coaches. Leaders are
caretakers of their teams, the ones who help them achieve their
goals by providing them with instructions, conflict management,
encouragement when needed, and resources. Leaders/facilitators
still fulfill many of the functions of traditional leaders, but they
do so to a lesser extent and only when asked. They assist the
teams by obtaining the resources needed to solve problems and
to implement solutions, and only interfere when needed.
The leader’s central activities become assessing the team’s
abilities and skills and helping them develop necessary skills,
which often includes getting the right type of training. The team
leaders also play the role of conflict and relationship manager
while they continue doing real work themselves
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Another role for team leaders is to make the team aware of its
boundaries. The role of the team leader would be to keep the
team focused on its specific task or to integrate the team with
others who can help it with its wider recommendations.
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Chapter 6 New Models for Leadership Copyright ©2009
Pearson Education, Inc. Publishing as Prentice Hall *
Chapter Six
New Models for Leadership: Neo-charisma, Inspiration, and the
Relationship with Followers
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Learning Objectives
Describe the various leader, follower, cultural, and situational
characteristics that contribute to charismatic leadership
Explain the positive and negative impacts of charismatic
leadership on organizations
Distinguish between transactional and transformational
leadership
Understand the key role of contingent reward and the impact of
management by exception
Present the elements of transformational leadership and their
impact on followers and organizations

Describe the elements of value-based and spiritual leadership
Identify the components of authentic leadership and the impact
of this leadership on followers and organizations
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Requirements of Charismatic Leadership
Charismatic
Leadership
The situation
Followers
Leader
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Characteristics of Charismatic Leaders
High self-confidence
Strong convictions about ideas
High energy and enthusiasm
Expressive
Excellent communication
Active image-building
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Characteristics of Followers of Charismatic Leaders
High degree of respect and esteem for the leader.
Loyalty and devotion to the leader
Affection for the leader
High performance expectations
Unquestioning obedience

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The Charismatic Situation: External Factors
Situations of crisis provide more latitude for leader initiative
such the person can demonstrate leadership abilities.
Charismatic leaders emerge in situations where a change and a
new ideological vision need to be articulated and when
followers are ready to be saved. With an emotionally charged
situation, leaders enter the field promising a new beginning,
radical solutions..
They use dramatic symbols to illustrate their goals and point to
clear and specific roles that their followers can play in
resolving the crisis.
As a result, followers are convinced that the charismatic leader
is the only one who can help, and the leader helps followers
becoming aware of how they can contribute individually
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Several internal organizational conditions facilitate charismatic
leadership:
Organizational life cycle: Charismatic leaders are more likely to
emerge and be effective in the early and late stages of an
organization’s life cycle, when either no set direction is
established or change and revival are needed

Type of task and reward structure: complex, challenging, and
ambiguous tasks that require initiative and creativity and where
external rewards cannot be clearly tied to performance can be
ideal situations for charismatic leaders
Organizational structure and culture: flexible and organic
structures and nonbureaucratic organizational cultures are likely
to encourage charismatic leadership
The Charismatic Situation: Internal Factors
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Ethical and Unethical Charisma
Unethical Charisma
Uses power for personal gain
Promotes own vision
Closed to criticism
Top-down communication
Insensitive to followers
Ethical Charisma
Used power to serve others
Matches vision to follower needs
Open to feedback
Develops followers
Encourages thinking

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Transactional leadershipTransactional leadership is based on the
concept of exchange between leaders and followers. The leader
provides followers with resources and rewards in exchange for
innovation, productivity, and effective task accomplishment.
Two style of transactional leadership are using contingent
reward and Management by exception (MBE)
-Contingent reward: Through the use of contingent reward,
leaders provide followers with promised rewards when
followers fulfill their agreed-upon goals. When well managed,
contingent rewards are highly satisfying and beneficial to the
leader, the followers, and the organization
Management by Exception
Management by exception (MBE) is a leadership style whereby
the leader interacts little with followers, provides limited or no
direction,and only intervenes when things go wrong.
In one type of MBE, labeled “active MBE” leaders monitor
follower activities and correct mistakes as they happen. In

another type, labeled “ laissez-faire”, leaders are passive and
indifferent toward followers and their tasks.
In both cases, little positive reinforcement or encouragement is
given; the leader relies almost exclusively on discipline and
punishment.
Transformational leadershipLeadership scholars suggest that
today’s organizations need leadership that inspires followers
and enable them to enact revolutionary change.
Transformational leadership includes three factors:
1-charisma and inspiration: The charismatic leadership
relationship creates the intense emotional bond between leaders
and followers. The result is loyalty and trust in, as well as
emulation of, the leader. Followers are inspired to implement
the leader’s vision. The strong loyalty and respect that define a
charismatic relationship pave the way for undertaking major
change.
2-Intellectual stimulation: The second factor in transformational
leadership is the leader’s ability to motivate followers to solve
problems by challenging them intellectually and encouraging
them to come up with creative solution. By encouraging them to
look at problems in new ways requiring new solutions and by
triggering controversial discussion and debate, the leader
pushes followers to perform beyond what they previously

considered possible.
3-Individual consideration:The last factor of transformational
leadership, the development of a personal relationship with each
follower, is closely related to the Leader-Member Exchange
(LMX). The leader treats each follower differently but
equitably, providing all with individual attention. As a result
followers feel special, encouraged, motivated, developed, and
perform better.
Factors in Transformational Leadership
Charisma and
Inspiration
Overcome resistance
to change
Transformational Leadership
Intellectual
Stimulation

New ideas and
empowerment
Individual
Consideration
Motivate and
encourage
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Spiritual and Value-Based LeadershipSpirituality focuses on
how leaders and followers tap into their basic values to
transform organizations by creating a vision based on deeply
held values related to making a difference.Value-based and
spiritual leaders develop their relationship with followers based
on the values they share.

One such value that has a particular importance to organizations
is ethics. Others would be spiritual values such as love, hope,
humility, and faith. These values are considered key to effective
leadership by some practitioners.Ethical leaders demonstrate
fair, appropriate, and caring personal and social decisions and
behaviors and communicate, promote, and reinforce such values
and actions with followers and throughout the organization.
Elements of Spiritual and Value-Based Leadership
Focusing on how leaders and followers tap into their own
personal values to create change
Integrity and honesty are two important values
Ethical leaders are fair and consider personal and organizational
implications of their decisions and actions
Closely linked to transformational and authentic leadership
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Authentic Leaders
Authentic leaders are people who know themselves well and
remain true to their values and beliefs. For practitioners of
leadership, authentic leaders:
Understand their own purpose: they understand themselves and
their motivation and what they are looking for
Practice solid values: they have personal values that guide their
decisions and their actions
Lead with their heart: they are open with their followers and
interested in them
Connect with followers: by sharing themselves with
followers,they establish long-lasting relationships.
Demonstrate self-discipline: they work hard to demonstrate
their values and guide their followers
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