Chapter Eight
Participative Management and
Leading Teams
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
1
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 selfmanaged teams
 Explain the principles of self-leadership
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
2
The Continuum of
Participation
Organizational Structure
Traditional
organization
Team-based
organization
Occasional
use of teams
and employee
participation
High management
Control – No employee
Participation
Total delegation
High employee
Participation
Management Control
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
3
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.
4
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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
5
The issue of delegation
• The 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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
6
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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
7
Benefits of Participation
 Development of followers
 Better decision on complex tasks
 Increase in follower motivation
and commitment
 Opportunity to empower
followers
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
8
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 training9
Chapter 8 Participative Management Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
classes to assure that you have the skills to delegate
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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
10
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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
11
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.
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
12
 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.
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
13
Helping teams become effective
• Possible 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
14
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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
15
• 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.
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
16
Team Leadership Roles
Help team develop
implementation plan
Continue to do
real work
Obtain necessary
training
Clarify the team’s
boundaries
Observe from a
distance
Counsel and encourage
team members
Help team define
its goals and tasks
Assess team
Manage conflicts
skills
and relationships
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
17
The role of leaders in a team environment
• Many 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
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
18
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.
Chapter 8 Participative Management
Copyright ©2009 Pearson Education, Inc. Publishing as Prentice Hall
19