1. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-1 Chapter 4 Participative Leadership, Delegation, and Empowerment Lectured by Dr. Tan Saroeun, NUM

2. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-2

3. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-3 Learning Objectives Understand what research methods have been used to study participative leadership Understand the major findings in research on consequences of participative leadership Understand the situations in which participative leadership is most likely to be effective Understand the major findings in research on the normative theory of leader decision making

4. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-4 Learning Objectives (Cont.) Understand procedures for the effective use of consultation Understand the potential benefits and risks of delegation Understand when and how to use delegation effectively Understand why follower perceptions of empowerment are important

5. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-5 Varieties of Participation Autocratic Decision Consultation Joint Decision Delegation

6. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 1.Autocratic Decision The manager makes a decision alone without asking for the opinions or suggestions of other people, and these people have no direct influence on the decision; there is no participation. GñkRKb;RKgeFVIkarsMer cEtmñak;Ég eday KµankarsYrnaM TsSn³BIGñkdéT nig GñkeRkambgÁab; minman \T§iBldl; karsMerccitþNamYy nigminmankarcUlrYmBI nieyaCiteT. 4-6

7. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Example The United States’ Presidency must personally be more responsible for the country than anybody. Nobody can make a decision instead of the President. During his important decisions, to be a President of the United States thus is very lonely. RbFanaFibtIRtUvEtTTYlxusRtUvCag nrNaTaMgGs; sMrab;RbeTs Cati. KµannrNaGaceFVIkarsMerccitþCMn YsRbFanaFibtI)aneT. kñúgGMLúgeBlkarsMerccitþ taMgnamCaRbFanaFibtIshrdæmñak; manGarmµN_ fakeNþac kENþgxøaMgNas;. 4-7

8. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 2. Consultation The manager asks other people for their opinions and ideas, then makes the decision alone after seriously considering their suggestions and concerns. GñkRKb;RKgsYrnaMGñk eRkambgÁab;BITsSn³ KMnit bnÞab;mkeTIbeFVIkarsM erccitþmñak;ÉgCaeRkayb nÞab; BIBicarNakarENnaMnigb Baðarbs;GñkeRkambgÁa b;rYcmk. 4-8

9. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 3.Joint Decision The manager meets with others to discuss the decision problem and make a decision together; the manager has no more influence over the final decision than any other participant. GñkRKb;RKgCYbRbC MuCamYyGñkdéTedIm, I BiPakSabBaðanig eFVIkarsMerccitþrYmK ña. GñkRKb;RKg minman\Ti§BlelIkarsMe rccitþcugeRkayCaCagG ñkcUl rYmenaHeT. 4-9

10. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4. Delegation The manager gives an individual or group the authority and responsibility for making a decision; the manager usually specifies limits within which the final choice must fall, and Prior approval may or may not be required before the decision can be implemented. GñkRKb;RKgpþl;eGaybuKÁl b¤RkumnUvGMNac nig karTTYlxusRtUvsMrab;kareF VIkarsMerccitþ. GñkRKb;RKgCaTUeTA kMNt;RBMEdnCak;c,as;kñú gkarsMerccitþCacugeRkay. 4-10

11. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-11 Consequences of Participative Leadership

12. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-12 Consequences of Participative Leadership (Cont.) Potential Benefits of Participation Decision quality Decision acceptance Satisfaction with the decision process Development of participant skills Objectives of Different Participants

13. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 1. Decision Quality  Increase the quality of a decision when participants have information and knowledge lacked by the leader and are willing to cooperate in finding a good solution to decision problem. GñkcUlrYmmanB½t’m annigcMeNHdwgEdlG ñkdwknaMxVHxatnigm anqnÞHshkarkñúg karrkdMeNaHRsayl¥ cMeBaHbBaðaénkars Merccitþ. 4-13

14. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 2. Decision Acceptance  People who have considerable influence in making a decision tend to identify with it and perceive it to be their decision. mnusSEdlman\T§iBlxagRt iHriHkñúgkareFVIkarsMer ccitþ manTMenarKaMRTkarsM erccitþ nigyl;dwgBIvaedIm,IeTAC a karsMerccitþrbs;eK. 4-14

15. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 2. Decision Acceptance (Cont’d) Participation also provides a better understanding of the nature of the decision problem and the reasons why a particular alternative was accepted and others rejected. karcUlrYm)anpþl;pgEdr nUvkaryl;dwgBIlkçN³én bBaðakarsMerccitþeGa y)anRbesIrnig ehtuplEdl CMerIsd¾ Cak;lak;RtUvTTYlsÁal; nigTat;ecalCMerIs déTeTot. 4-15

16. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 2.Decision Acceptance (cont.)  Participants gain a better understanding of how they will be affected by a decision, which is likely to reduce any unwarranted fears and anxieties about it. karcUlrYmsMerc)an karyl;dwgkan;EtRbesIrB IrebobEdlBYkeKrg\T§iB ledaykarsMerccitþEdlT MngCakat;bnßykarPy½ xøacKµansiT§GMNac nig PaBGnÞHsarGMBIva. 4-16

17. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 3.Satisfaction with the Decision Process  The opportunity to express opinions and preferences before a decision is made (voice) can have beneficial effects regardless of the amount of actual influence participants have over the final decision (choice). »kasedIm,IsMEdgTsSn³nig cMNg;cMNUlcitþmunkar sMerccitþ RtUveFVI ¬ehAfa sMeLg¦ GacmanlT§pld¾manRbey aCn_ eday minKitBIcMnYnGñkcUlrYm Cak;EsþgeTAelIkarsMerc citþcugeRkay ¬ehAfa CMerIs¦. 4-17

18. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4. Development of Participant Skills The experience of helping to make a complex decision can result in the development of more skill and confidence by participants. bTBiesaFn_én karCYyeFVIkarsMerccit þsµúKsµajGac pþl;lT§pldl;karGPivDÆC Mnaj nig PaBeCOCak;bEnßm rbs;GñkcUlrYm. 4-18

19. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-19 Research on Effects of Participative Leadership Example of Research on Participation – Bragg & Andrews (1973) Effects of Participation Limitations of Participation Research Measurement problems with survey field research Combining interventions Short-term programs Difficulty comparing results across studies

20. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-20 Normative Decision Model Vroom and Yetton Model Decision Procedures AI – Leader makes decision without any additional information AII – Leader seeks information and makes decision alone CI – Leader shares problem with others individually and makes decision alone CII – Leader shares problem with others collectively and makes decision alone GII – Group discusses problem collectively and the group makes the decision

21. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-21 Normative Decision Model Vroom and Yetton Model (Cont.)

22. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-22 Normative Decision Model Vroom and Yetton Model (Cont.) Situational Variables 1. The amount of relevant information possessed by leader and subordinates 2. The likelihood that subordinates will accept an autocratic decision 3. The likelihood that subordinates will cooperate if allowed to participate 4. The amount of disagreement among subordinates with respect to preferred alternatives 5. The extent to which the decision is unstructured and requires creative problem solving

23. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-23 Normative Decision Model Vroom and Yetton Model (Cont.) Decision Acceptance – Degree of commitment to implement a decision effectively Decision Quality – Objective aspects of the decision that affect group performance aside from any effects mediated by decision acceptance

24. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-24 Normative Decision Model Vroom and Yetton Model (Cont.)

25. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-25 Normative Decision Model Vroom and Jago Model Incorporates additional aspects of the situation Severe time constraints Amount of subordinate information Geographical dispersion of subordinates Incorporates additional outcome criteria Concern for subordinate development Concern for decision time Managers given more choices in setting priorities for the criteria in the model Allows managers to differentiate among five choices in describing the situation

26. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-26 Normative Decision Model Simplified Version

27. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-27 Normative Decision Model Vroom and Yetton Model (Cont.) Research on the Model Some support but more research needed Extended model needs to be tested Conceptual Weaknesses Decision processes are treated as single, discrete episodes The model is too complicated Leaders are assumed to have necessary skills to use the various decision procedures

28. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-28 Guidelines for Participative Leadership Diagnosing Decision Situations Evaluate how important the decision is Identify people with relevant knowledge or expertise Evaluate likely cooperation by participants Evaluate likely acceptance without participation Evaluate whether it is feasible to hold a meeting

29. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-29 Guidelines for Participative Leadership (Cont.) Encourage Participation Encourage people to express their concerns Describe a proposal as tentative Record ideas and suggestions Look for ways to build on ideas and suggestions Be tactful in expressing concerns about a suggestion Listen to dissenting views without getting defensive Try to utilize suggestions and deal with concerns Show appreciation for suggestions

30. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-30 Delegation Varieties of Delegation Potential Advantages of Delegation Improvement in decision quality Greater subordinate commitment Making subordinates’ jobs more interesting, challenging, and meaningful Improved time management Important form of management development

31. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-31 Potential Advantages of Delegation

32. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-32 Delegation (Cont.) Reasons for Lack of Delegation Aspects of the leader’s personality Fear of subordinate making a mistake High need for personal achievement Characteristics of the subordinate Nature of the work

33. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-33 Reasons for Lack of Delegation

34. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-34 Guidelines for Delegation What to Delegate Tasks that can be done better by a subordinate Tasks that are urgent but not high priority Tasks relevant to a subordinate’s career Tasks of appropriate difficulty Both pleasant and unpleasant tasks Tasks not central to the manager’s role

35. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-35 Guidelines for Delegation (Cont.) How to Delegate Specify responsibilities clearly Provide adequate authority and specify limits of discretion Specify reporting requirements Ensure subordinate acceptance of responsibilities

36. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-36 Delegation (Cont.) How to Manage Delegation Inform others who need to know Monitor progress in appropriate ways Arrange for the subordinate to receive necessary information Provide support and assistance, but avoid reverse delegation Make mistakes a learning experience

37. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall Perceived Empowerment Nature of Psychological Empowerment Psychological Empowerment describes how the intrinsic motivation and self-efficacy of people are influenced by leadership behavior, job characteristics, organization structure, and their own needs and values. karRbKl;GMNacxag citþsaRsþ BN’narebobkarelIkTWkcitþxagk ñúg nig RbsiT§PaBrbs; buKÁlikxøÜnÉg RtUvCH\Ti§Bleday\riyabfPaBCa Gñk dwknaMbuKÁliklkçN³kargarrcna sm<n§½énGgÁPaB nig tMrUvkar nig tMél pÞal;xøÜn. 4-37

38. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-38 Perceived Empowerment Empowerment Programs Leader Selection and Assessment Democratic Decision Procedures Shared Leadership Responsibilities

39. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-39 Consequences of Empowerment Benefits Stronger task commitment Greater initiative in carrying out role responsibilities Greater persistence in the face of obstacles and temporary setbacks More innovation and learning Higher job satisfaction Stronger organizational commitment Less turnover

40. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-40 Consequences of Empowerment (Cont.) Costs and Risks Higher costs for selection and training Higher labor costs for skilled employees Inconsistent service quality Expensive giveaways and bad decisions by some employees Customer feeling's of inequity about unequal treatment Opposition by middle managers who feel threatened Conflicts from raising employee expectations beyond what top management is willing to concede

41. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-41 Conditions Facilitating Psychological Empowerment

42. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-42 Guidelines for Empowerment

43. Copyright © 2010 Pearson Education, Inc. Leadership in Organizations publishing as Prentice Hall 4-43 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. Copyright © 2010 Pearson Education, Inc. publishing as Prentice Hall