Chapter 4Review Chapter 3Key PointsNormative Decision Model for Decision MakingIncreasing the Follower’s Choice in Decision MakingPotential Benefits of Participation and DelegationSituational VariablesGuidelines for Participative LeadershipGuidelines for Participative Leadership (Cont.)Guidelines for DelegationGuidelines for Delegation (Cont.)Delegation (Cont.)Reasons for Lack of DelegationPerceived EmpowermentConsequences of EmpowermentConsequences of Empowerment (Cont.)Self-Assessment 3: Participatory Leadership AttitudesTo Prepare for Next Class4-1Chapter 4Participative Leadership, Delegation, and EmpowermentReview Chapter 3Spot PresentationPage 137Review QuestionsPages 131-2Case Study – Effective Leadership BehaviorsPages 178-9Given this situation, would you have done anything differently? If so, what?What are your next steps? How will you resolve the situation to your satisfaction and to the satisfaction of all of your employees?4-24-3Key PointsUnderstand the normative theory of leader decision makingUnderstand the situations in which participative leadership and delegation is most likely to be effectiveUnderstand the potential benefits and risks of participation and delegationUnderstand when and how to use delegation effectivelyUnderstand why follower perceptions of empowerment are importantNormative Decision Model for Decision Making4-4Decide – Consult Individual – Consult Group – Facilitate - DelegateIncreasing the Follower’s Choice in Decision Making4-5Participation DelegationEmpowerment4-6Potential Benefits of Participation and DelegationDecision qualityDecision acceptance and commitmentSatisfaction with the decision processDevelopment of participant skillsImproved time managementWork is more interesting challenging, and meaningfulImproved results4-7Situational Variables1. The amount of relevant information possessed by leader and subordinates2. The participatory attitude of the leader3. The participatory attitude of the follower4. The nature of the work5. The amount of disagreement among subordinates with respect to preferred alternatives6. The extent to which the decision is unstructured and requires creative problem solvingCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-8Guidelines 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 meetingCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-9Guidelines 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 suggestionsCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-10Guidelines 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 roleCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-11Guidelines for Delegation (Cont.)How to DelegateSpecify responsibilities clearlyProvide adequate authority and specify limits of discretionSpecify reporting requirementsEnsure subordinate acceptance of responsibilitiesCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-12Delegation (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 experienceCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-13Reasons for Lack of DelegationCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-14Perceived EmpowermentNature of Psychological EmpowermentMeaningSelf-determinationSelf-EfficacyImpactEmpowerment ProgramsLeader Selection and AssessmentDemocratic Decision ProceduresShared Leadership ResponsibilitiesCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-15Consequences 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 turnoverCopyright © 2010 Pearson Education, Inc. Leadership in Organizationspublishing as Prentice Hall4-16Consequences 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 feelings of inequity about unequal treatmentOpposition by middle managers who feel threatenedConflicts from raising employee expectations beyond what top management is willing to concedeSelf-Assessment 3: Participatory Leadership Attitudes4-17Autocratic – Benevolent Autocratic – Consultative – Participative – Consensus – Laissez-faire- CapacityInformation SharingParticipationControlTo Prepare for Next ClassRead Chapter 5Complete Self-Assessment 4: “Leader-Member Exchange” Record Results (Page 237, 239)Read the Case “Participative Leadership, Delegation, and Empowerment” (Pages 229-30)Be prepared to discuss your conclusionPrepare for the Spot Presentation As Directed (Page 193)Answer the Review Questions for Chapter 4 (Pages 185-6)Complete the Chapter 4 Study Guide (Page 183)Review the practical tips for participation, delegation, and empowerment (Page