Participative Management and Leading Teams potx

NGHỆ THUẬT LÃNH ĐẠO
MSMH: NS301DV01
Chapter 4:
Participative
Management and
Leading Teams
Purpose
After studying this chapter, you will be able to:
•
Specify the elements of effective delegation
•
Clarify the role of leadership in self-managed
teams
•
Explain the principles of self-leadership
Content

The issue of delegation

Evolution of participative management: team
and self-leadership

The role of leaders in a team environment
Chapter 4
4.1- The Issue of
Delegation
Delegation and
Participation
•
Delegation differs from participation in a

number of ways:
– Many leaders define themselves as participative
managers if they delegate tasks to their subordinates
 more subordinate participation in decision making
•
The goal of delegation is not necessarily to
develop employees or create more commitment.
Neither does delegation always involve power
sharing with employees.
Delegation:
•
Delegation
– In a most basic form: is handing off a task to someone
else.
– In a more complex form: can resemble participative
management.
• Goals of delegation: to help a leader ease an
exercise workload.
Benefits of Delegation
•
Delegation:
–
frees up the leader’s 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
Guidelines for Good
Delegation
Guideline Description
Delegate, do not
dump
Delegate both pleasant and unpleasant tasks;
provide followers with a variety of
experiences
Clarify goals and
expectations
Provide clear goals and guidelines regarding
expectations and limitations
Provide support and
authority
As a task is delegated, provide necessary
authority and resources, such as time,
training, and advice needed to complete the
task.
Monitor and provide
feedback
Keep track of progress and provide feedback
during and after task completion at regular
intervals.
Guidelines for Good
Delegation
Guideline Description

Delegate to
different followers
Delegate tasks to those who are most
motivated to complete them as well as those
who have potential but no clear track record
of performance.
Create a safe
environment
Encourage experimentation; tolerate honest
mistakes and worthy efforts that may fail.
Develop your own
coaching skills
Take workshops and training classes to
assure that you have the skills to delegate.
Why Do Leaders Fail to
Delegate?
•
The most commonly used argument against
delegation is “I will get it done better and faster
myself”
Excuses for not delegating
Excuses Counterarguments
My followers are
not ready
The leader’s j is to get followers prepared to
take on new tasks.
My subordinates do
not have the
necessary skills and
knowledge

The leader’s responsibility is to train
followers and prepare them for new
challenges.
I feel
uncomfortable
asking my followers
to do many of my
tasks
Only a few tasks cannot be delegated.
Balancing delegation of pleasant and
unpleasant tasks is appropriate.
Excuses for not delegating
Excuses Counterarguments
I can do the j
quicker myself
Taking time to train followers frees up time
in the long run.
Followers are too
busy
Leaders and followers must learn to manage
their workload by setting priorities.
If followers make a
mistake, I am
responsible
Encouraging experimentation and tolerating
mistakes are essential to learning and
development.
My own manager
may think I am not
working hard

Doing busy work is not an appropriate use
of a leader’s time. Delegation allows time
to focus on strategic and higher-level
activities.
Chapter 4
4.2- Evolution of
Participative Management:
Team and Self-leadership
Criteria for Use of
Participative Management
Criteria Description
When the task is complex
and multifaceted and
quality is important
Complex tasks require input from
people with different expertise;
people with different point of view
are more likely to deliver a quality
decision.
When follower commitment
is needed in successful
implementation
Follower participation increases
commitment and motivation.
When there is time Using participation takes time;
legitimate deadlines and time
pressures preclude seeking extensive
participation.
Criteria for Use of
Participative Management

Criteria Description
When the leader and
followers are ready and the
organizational culture is
supportive
Participation can only succeed if
both leader and followers agree to
its benefits, are trained in how to use
it, and are committed to its success.
The organizational culture must
encourage or at least tolerate
employee participation.
When interaction between
leader and followers is not
restricted by the tasks, the
structure, or the
environment
Participation requires interaction
between leader and followers; such
interaction is only possible if
restrictions because of factors such
as geographic location, structural
elements, or task requirements are
minimized.
Groups
A collection of two or
more interacting
individuals who
maintain stable
patterns of

relationships, share
common goals, and
perceive themselves
as being a group.
Groups
Teams
Team
A group whose members
have complementary
skills and are committed
to a common purpose or
set of performance goals
for which they hold
themselves mutually
accountable.
Groups and Teams
•
While groups and teams both involve people
working together toward a goal, they differ along
several dimensions.
•
Synergy means that team members together
achieve more than each individual is capable of
doing.
–
Whereas group members combine their efforts to
achieve their goals, teams reach higher performance
levels.
Groups vs. Teams
Groups Teams


Members work on a common
goal

Members are accountable to
manager

Members do not have clear
stable culture and conflict is
frequent

Leadership is assigned to
single person

Groups may accomplish
their goals

Members are fully
committed to common goals
and a mission they
developed

Members mutually
accountable to one another

Members trust one another
and team enjoys a
collaborative culture

Members all share in

leadership

Teams achieve synergy: 2 +
2 = 5
Groups vs. Teams
Self-Managed Teams (SMT)
•
Where as traditional managers and leaders are
expected to provide command and control, the
role of leaders in teams is to facilitate processes
and support team members. The leader sets
the general direction and goals; the team
members make all other decisions and implement
them.
•
The new role for leaders is most obvious in SMTs,
which are teams of employees with full
managerial control over their own work.
Self-Managed Teams vs.
Traditional Work Groups