Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2007
: versi/revisi 1
Pertemuan 8
Participative Leadership, Delegation,
and Empowerment
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Learning Outcomes
After studying this chapter students should be able to:
• 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
• 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
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Outline Materi
• Nature of Participative Leadership
• Consequences of Participation
• Research on Effects of Participative
Leadership
• Normative Decision Model
• Guidelines for Participative Leadership
• Delegation
• Guidelines for Delegating
• Empowerment
3
Participative Leadership,
Delegation, and Empowerment
4
Guidelines for Participative
Leadership
5
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
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• Encouraging 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
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– Try to utilize suggestions and deal with
concerns
– Show appreciation for suggestions
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Delegation
9
Delegation
• Varieties of Delegation
– Used to describe a variety of different forms
and degrees of power sharing with individual
subordinates
– Involves assignment of new and different
tasks or responsibilities to a subordinate
• Potential advantages of delegation
– Improvement of decision quality
• Research on consequences of delegation
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Reasons for lack of Delegating
•
•
•
•
•
•
•
•
Keep decisions involving confidential information
Keep tasks and decisions that are very important
Keeps tasks and decisions central to your role
Keep tasks for which mistakes are highly visible
Keep tasks you can do better than subordinates
Keep tasks that are difficult to explain to subordinates
Keep tasks that are difficult to monitor
Keep tasks that are interesting and enjoyable
87%
76%
73%
58%
51%
43%
39%
24%
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Guidelines for Delegating
12
Guidelines for Delegating
• What to delegate
– Delegate tasks that can be done better by a
subordinate
– Delegate tasks that are urgent but not high
priority
– Delegate tasks relevant to a subordinate’s
career
– Delegate tasks of appropriate difficulty
– Delegate both pleasant and unpleasant tasks
– Delegate tasks not central to the manager’s
role
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• How to delegate
– Specify responsibilities clearly
– Provide adequate authority and specify limits of
decision
– Specify reporting requirements
– Ensure subordinate acceptance of responsibilities
– 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
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Empowerment
15
Video
Watch video
16
Empowerment
• Nature of psychological empowerment
– Meaning
– Self-determination
– Self-efficacy
– Impact
• Consequences of empowerment
• Facilitating conditions for empowerment
– The job
– The organisation
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– The culture
– The employees
– Trust
– Employee involvement programs
• How leaders can increase empowerment
– Guidelines for empowering
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Closing
• Summary
– Participative leadership to encourage and
facilitate participation by others in making
decision.
– Studies on outcomes of using participation
– Vroom and Yetton’s model of participative
leadership
– Delegation
– Empowerment
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• Review and Discussion Questions
• Cases
– Echo Electronics
– Alvis Corporation
• Supplementary Reading
– Somech, A. 2003. Relationships of participative leadership with
relational demography variables: a multi-level perpective.
Journal of Organisational Behaviour. Vol. 24(8): 1003
(http://proquest.umi.com/pqdweb?index=3&did=541359941&Src
hMode=1&sid=1&Fmt=3&VInst=PROD&VType=PQD&RQT=309
&VName=PQD&TS=1119080237&clientId=68814
– Empowerment Myth by Bruce Tulgan (file Empowerment
Myth.pdf)
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