Chapter 8

Participative Management and

Leading Teams

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

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Continuum of Participation
Organizational Structure
Team-based
organization

Traditional
organization

High management
control = No employee
participation

Occasional
use of teams
and employee
participation

Total delegation
= High employee
participation

Management Control

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

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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
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8-3

Benefits of Participation
Development of followers
Better decision on complex tasks
Increase in follower motivation and
commitment
Opportunity to empower followers

Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

8-4

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
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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
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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
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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
Copyright 2012 Pearson Education, Inc. publishing as Prentice Hall

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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
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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

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Elements of Self-Leadership

Positive and motivating thought

patterns

Personal goal setting

Observation and self-evaluation

Self-reinforcement

Self-control and monitoring

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Strategies for Developing SelfLeadership

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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Typical Dysfunctions in Teams

Groupthink
Free-riders
Negativity bad apples
Lack of cooperation and trust

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Building Trust
Open
communicat
ion

Integrity

Mutual
respect and
support

Reward
cooperation

Competenc
e and hard
work

Fairness
and equity

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All rights reserved. No part of this publication may be

reproduced, stored in a retrieval system, or transmitted,
in any form or by any means, electronic, mechanical,
photocopying, recording, or otherwise, without the prior
written permission of the publisher. Printed in the United
States of America.

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