When compared to the first two systems, employees have more freedom to communicate and make company decisions. Its management had great responsibilities but virtually none in the lower levels, where there was hardly any communication and no harmonious and productive team work. This could be a short-term period for determining the processes and objectives, after which the power of decision-making would return to the leader. Since participative leadership involves consultation before decision-making processes, subordinates have more time to adjust to the changes that might happen within the organization. Since you are not the only person in charge, you want to ensure others are able to lead.
Gates participatory leadership goes beyond Microsoft as well. Overall, the clarity in structure and procedure makes decision-making clearer, which in turn increases organizational effectiveness. But authoritarian leaders can step out from rigid models as well. This typology extends the dichotomy between task and relationship orientation to consider the degree of employee involvement in decision making and the nature of communication with the leader see Table 1. You should also provide subordinates with support. An approachable leader makes subordinates feel at ease.
But they are also driven by the fear of punishment. Explaining the importance of your chosen procedures can help them feel more involved and allow them to understand why things are done in a certain way. It is more appropriate to influence them through changing causal factors. The manager always asks subordinates for their ideas and opinions and makes constructive use of them. All employees have a high level of responsibility and accountability for these goals. Thus, system 1 is oriented to a problem with a rigidly structured control system. Rensis Likert recognized four management styles, or systems.
In 2014, the company had to recall 2. A participative leadership system can include more than one of the below dimension or it can be based on a single system. The processes are clear, so subordinates are able to focus on the tasks set to them without having to think how and when things are done. New policies and procedures are not just announced and then implemented, which ensures employees are able to adjust and slowly shift their mindset to the new way of doing things. You also need to communicate with an authoritative, yet empathetic manner.
Under the consultative system, the leaders did not have enough trust in their subordinates Accel-Team 2006. The workers are motivated through positive reward rather than intimidation. Likert revised the systems to apply to educational settings. The things are got done from subordinates by issuing them orders. For the subordinates this clarity can mean better performance. These included scientific probability methods of sampling from the country level on down to the household and personal levels, sound methods of controls for responses and nonresponses, improved questionnaire and coding methods, machine computations, and deeper methods of analysis and presentation of results. The above research and theories laid the foundations for future leadership and management theories.
If people sense how committed you are, what the standard is, what you believe in, what you expect, they respond to that. As we discussed in the previous section, being able to have a say in the policies can provide peace of mind to employees and make changes seem less dramatic. Participative management proved effective in raising productivity in clinical laboratories Taylor 1985. Style-3: Consultative Leadership Style Consultative Leadership Style indicates that Manager has substantial but not complete confidence and trust in subordinates but still wishes to keep control of decisions. When the company faces a decision, the leader can react to it as quickly as possible, since he or she is the only one with the power. Creativity often requires and back-and-forth discussions with other people. The employees at all levels felt real responsibility towards organizational goals.
On the other hand, growth motivation occurs when these basic needs are fulfilled. Under the dimension, the ultimate decision-making power would remain in the hands of the leader, but subordinates would be able to provide their opinions before the decision is made. Yet, the style also enhances creativity and guarantees employees become more involved and invested with the company they work for. He likes to discuss procedures and bounce off ideas to come to a solid conclusion of the best approach. Consultative: In this style, managers partly trust subordinates, use both rewards and involvement to inspire motivation, foster a higher level of responsibility for meeting goals, and inspire a moderate amount of teamwork and some communication. Tightly-knit and highly effective work groups must be formed based on commitment to achieving organizational objectives.
But as mentioned above, if you are a controlling person, learning to let go can sometimes be difficult. He believed that the foremost function of any leader is to define the goals to the subordinates clearly and assist them in finding the best path to accomplish that goal. Sharing information and knowledge Furthermore, the responsibility of sharing information is on the leader. There is a two-way communication among seniors and subordinates. Again, you must be aware that the different participative dimensions might influence the implementation of the below steps. You want to start providing more decision-making duties slowly, to ensure you build trust with subordinates, but also become more comfortable in not being the only one in charge.
Since employees have to follow a pre-determined pattern to achieving objectives, the risk of failure can diminish. For this reason, organizations such as the military and healthcare sector can greatly benefit from authoritarian leadership. The former chief executive of Oracle Larry Ellison is among them. These groups must, in turn, be built on mutual respect. In fact, the assumptions the authoritarian leadership style tends to make from the subordinates can hold true in many instances. Due to his charm, Kennedy was able to attract people around him and ensure they were inspired by his knowledge and vision. Conclusion According to Rensis Likert, the nearer the behavioral characteristics of an organization approach System 4 Participative , the more likely this will lead to long-term improvementin staff turnover and high productivity, low scrap, low costs, and high earnings.
It perfectly encapsulates how the theories are at the opposite ends of the leadership spectrum. The structure is pre-determined and therefore, guarantees everyone in the organization is aware of his or her place. He had the ability to take people as they are, as well as stay truthful to his own personality. The focus is not on personal empowerment or growth, such as in charismatic leadership, but on achieving the objectives of the organization. The participative system creates identification with the organization, satisfaction, and higher production among employees when compared to the previous three systems. In it, business leaders give advice on things such as dressing up for success, understanding your value outside of the work environment, and strengthening your mind through meditation.