Mata kuliah : J0782 - Kepemimpinan Entrepreneurial Global
Tahun
: 2010
Kepemimpinan Partisipatif,
Pendelegasian dan Pengembangan
Chapter 4
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
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
Varieties of Participation
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Autocratic Decision
Consultation
Joint Decision
Delegation
Consequences of Participative
Leadership
Consequences of Participative
Leadership (Cont.)
• Potential Benefits of Participation
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Decision quality
Decision acceptance
Satisfaction with the decision process
Development of participant skills
• Objectives of Different Participants
Research on Effects of Participative
Leadership
• Example of Research on Participation – Bragg &
Andrews (1973)
• Effects of Participation
• Limitations of Participation Research
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Measurement problems with survey field research
Combining interventions
Short-term programs
Difficulty comparing results across studies
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
Normative Decision Model
Vroom and Yetton Model (Cont.)
Normative Decision Model
Vroom and Yetton Model (Cont.)
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Situational Variables
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The amount of relevant information possessed by leader and
subordinates
The likelihood that subordinates will accept an autocratic
decision
The likelihood that subordinates will cooperate if allowed to
participate
The amount of disagreement among subordinates with respect
to preferred alternatives
The extent to which the decision is unstructured and requires
creative problem solving
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
Normative Decision Model
Vroom and Yetton Model (Cont.)
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
Normative Decision Model
Simplified Version
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
Guidelines for Participative Leadership
• Diagnosing Decision Situations
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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
Guidelines for Participative
Leadership (Cont.)
• Encourage Participation
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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
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
Potential Advantages of Delegation
Delegation (Cont.)
• Reasons for Lack of Delegation
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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
Reasons for Lack of Delegation
Guidelines for Delegation
• What to Delegate
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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
Guidelines for Delegation (Cont.)
• How to Delegate
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Specify responsibilities clearly
Provide adequate authority and specify limits of discretion
Specify reporting requirements
Ensure subordinate acceptance of responsibilities
Delegation (Cont.)
• How to Manage Delegation
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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
Perceived Empowerment
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Nature of Psychological Empowerment
Empowerment Programs
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Leader Selection and Assessment
Democratic Decision Procedures
Shared Leadership Responsibilities
Consequences of Empowerment
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Benefits
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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
Consequences of Empowerment
(Cont.)
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Costs and Risks
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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
Conditions Facilitating Psychological
Empowerment
Guidelines for Empowerment