1. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-1 Chapter 8 Participative Management and Leading Teams

2. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-2 Learning Objectives  Understand when and why participation should be used to improve leadership effectiveness  Explain the role of culture in the use of participative leadership  Specify the elements of effective delegation  Consider the issue of participative management  Explain the principles of self-leadership  Discuss the types of dysfunctions that may occur in teams and how leaders can help resolve them

3. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-3 Continuum of Participation Organizational Structure Management Control High management control = No employee participation Total delegation = High employee participation Traditional organization Team-based organization Occasional use of teams and employee participation

4. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-4 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

5. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-5 Benefits of Participation  Development of followers  Better decision on complex tasks  Increase in follower motivation and commitment  Opportunity to empower followers

6. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-6 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

7. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-7 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

8. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-8 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

9. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-9 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

10. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-10 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

11. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-11 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

12. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-12 Elements of Self-Leadership  Positive and motivating thought patterns  Personal goal setting  Observation and self-evaluation  Self-reinforcement  Self-control and monitoring

13. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-13 Strategies for Developing Self- Leadership  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

14. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-14 New Roles for Team Leaders Help team develop implementation plan Continue to make individual contribution Obtain training for team Help team clarify boundaries Observe from a distance Assess team skills Help team define goals and tasks Counsel and encourage team members Help manage conflict and relationships Team Leaders

15. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-15 Typical Dysfunctions in Teams  Groupthink  Free-riders  Negativity – bad apples  Lack of cooperation and trust

16. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-16 Groupthink Antecedents High cohesion Complex situation Strong directive leader Insulation from outside Lack of procedures to consider alternatives Symptoms of Groupthink 1.Illusion of invulnerability 2.Belief in the morality of the group 3.Collective rationalization 4.Stereotyping outsiders 5. Self-censorship 6.Illusion of unanimity 7.Direct pressure on dissenters 8.Self-appointed mindguards Consequences: Poor Decision Making 1.Poor information gathering 2.Selective information processing 3.Development of few alternatives 4.Failure of consider real risk fully 5.Failure to reevaluation decision and alternatives 6. Failure to develop contingency plan

17. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-17 Building Trust Open communication Integrity Reward cooperation Reward cooperation Competence and hard work Fairness and equity Mutual respect and support

18. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-18 Team Training Activities  Team building  Cross-training  Coordination training  Self-guided correction  Assertiveness training

19. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-19 Leadership Challenge  Focuses on guidelines for delegation  Listens to feedback, even if unpleasant  Tasks should be spread among followers  Delegation to different people provides opportunity to develop followers and observe performance  Volunteers are highly valuable; they have the motivation to do the task

20. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-20 Leading Change: Sweeney  Focuses on giving her team credit  Passion for innovation  Enjoys new tasks  Finds the right people and give them room  Hands-off manager

21. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-21 Leadership in Action: Mackey  Entirely team-based organization  Empowers employees  Profit and gain-sharing  “Declaration of interdependence”  Employee happiness  Continuous learning  Internal promotions

22. Copyright © 2012 Pearson Education, Inc. publishing as Prentice Hall 8-22 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.