This document outlines the key topics covered in a chapter on participative leadership and empowerment. It discusses different forms of participative leadership like consultation, joint decision making, and empowerment. It also summarizes research findings on the consequences of participative leadership, like improved decision quality and acceptance. Additionally, it addresses when participative leadership works best and how to effectively use tools like consultation and delegation.

1. Participative Leadership and
Empowerment
5-1Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

2. After studying this chapter, you should be
able to:
 Understand different forms of participative
leadership and empowerment.
 Understand the major findings in research on
consequences of participative leadership.
 Understand the situations in which
participative leadership is most likely to be
effective.
5-2Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

3.  Understand procedures for the effective use of
consultation.
 Understand the potential benefits and risks of
delegation.
 Understand when and how to use delegation
effectively.
5-3Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

4. Understand different forms of
participative leadership and
empowerment
5-4Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

5.  Consultation
 Joint decision making
 Power sharing
 Decentralization
 Empowerment
 Democratic management
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-5

6.  Autocratic decision
 Consultation
 Joint decision
 Delegation
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-6

7. Understand the major findings in
research on consequences of
participative leadership
5-7Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

8.  Decision quality
 Decision acceptance
 Process satisfaction
 Differing objectives
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-8

9.  Quasi-experimental field study
 Meta-analyses
 Survey studies
 Descriptive studies
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-9

10. Understand the situations in
which participative leadership is
most likely to be effective
5-10Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

11.  Decision acceptance and quality
 Situational variables
 Decision Rules
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-11

12. Understand procedures for the
effective use of consultation
5-12Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

13. Diagnose decision situations
 Decision importance
 Expertise
 Likely cooperation
 Likely acceptance
 Meeting feasibility
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-13

14.  Express concerns
 Tentative proposals
 Record ideas
 Build on ideas
 Tactful
 Avoid defensiveness
 Utilize suggestions
 Appreciation
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-14
Encourage participation

15. Understand the potential benefits
and risks of delegation
5-15Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

16.  Decision quality improvement
 Subordinate implementation commitment
 Enriched job
 Time management
 Management development
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-16

17.  Power sharing
 Mistakes
 Competition
 Personal achievement
 Performance bias
 Subordinate characteristics
 Distrust
 Leader authority
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-17

18. Understand when and how to use
delegation effectively
5-18Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations

19. What to Delegate
 Tasks that can be done better by a
subordinate
 Urgent but not high priority
 Relevant to a subordinate’s career
 Appropriate difficulty
 Both pleasant and unpleasant tasks
 Tasks not central to the manager’s role
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-19

20. How to Delegate
 Specify responsibilities
 Provide adequate authority limits
 Specify reporting requirements
 Ensure subordinate acceptance of
responsibilities
Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-20