ENGINEERING IDEA

LEADERSHIP STYLE OF PARTICIPATIVE

CITRA NUR IKHSANI

2203121004

ENGLISH EDUCATION C 2020

LECTURER : NORA RONITA DEWI, S.Pd., S.S., M.Hum.

COURSES : LEADERSHIP

English Education Study Program

Department of English and Literature

Faculty of Language and Art

The State University of Medan

2020
 CONTENTS
CONTENTS...................................................................................................................................... ii
PREFACE ........................................................................................................................................ iii
CHAPTER 1 ..................................................................................................................................... 1
INTRODUCTION............................................................................................................................. 1
1.1 Background ................................................................................................................................. 1
1.2 Problem Formulation ................................................................................................................... 1
1.3 The Aim of Research ................................................................................................................... 2
1.4 The Benefit of Research ............................................................................................................... 2
CHAPTER II..................................................................................................................................... 3
DISCUSSION ................................................................................................................................... 3
2.1The role of a leader ....................................................................................................................... 3
2.2 Participative leadership style ........................................................................................................ 4
CHAPTER III ................................................................................................................................... 6
ENGINEERING IDEA...................................................................................................................... 6
3.1. Strategies of a participative leader ............................................................................................... 6
CHAPTER IV ................................................................................................................................... 9
CONCLUSION AND SUGGESTION ............................................................................................... 9
4.1 Conclusion .................................................................................................................................. 9
4.2 Suggestion ................................................................................................................................... 9
REFERENCES................................................................................................................................ 10
 PREFACE
Let us give thanks to Allah for His love and grace for the researcher, and also sholawat and
Salam let us give to The Prophet Muhammad SAW hopefully we will get his intercession
someday. This paper contain the engineering idea about leadership.

The researcher would like to say thank you to ma’am Nora Ronita Dewi, S.Pd., SS.,
M.Hum. as the researcher’s lecturer who always teaches patiently and gives much knowledge
about leadership. Because of that, the researcher can complete this paper as the researcher’s
assignment at the right time.

The researcher realized that this paper is still has a lot of mistakes so critics and
suggestions are needed to make this paper be better. Thank you very much.

Medan, November 2020

Citra Nur Ikhsani

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 CHAPTER 1

INTRODUCTION

1.1 Background

A leadership style is a leader's method of providing direction, implementing plans,

and motivating people. Various authors have proposed identifying many
different leadership styles as exhibited by leaders in the political, business or other fields.
Studies on leadership style are conducted in the military field, expressing an approach
that stresses a holistic view of leadership, including how a leader's physical presence
determines how others perceive that leader. The factors of physical presence in this
context include military bearing, physical fitness, confidence, and resilience. The leader's
intellectual capacity helps to conceptualize solutions and to acquire knowledge to do the
job. A leader's conceptual abilities apply agility, judgment, innovation, interpersonal tact,
and domain knowledge. Domain knowledge encompasses tactical and technical
knowledge as well as cultural and geopolitical awareness (Wikipedia.com)
Leadership styles are crucial skills which must be learned and practiced to achieve
organizational goals. They are the focus of activity for managers through which
organizational objectives are accomplished as they constitute an important element of the
managerial process. The leadership styles depend on the leader, his followers, the
situation and the inter-personal relationships between them, etc. the leader uses different
types of downward influence tactics to influence their subordinates to achieve
organizational goals. Effective leaders should not only vary their styles, depending on the
maturity level of their subordinates, but also vary the use of power in order to be
effective.
The researcher had looking for information on the internet about participative
leadership style that researcher chose as leadership style for engineering idea assignment.
In this paper, researcher will explain everything about participative leadership style and
what’s researcher strategies to be a success leadership with this participative leadership
style if the researcher is a head of an organization.

1.2 Problem Formulation

1. What is the role of a leader?
2. What is participative leadership style?
3. How participative leadership style strategies?

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1.3 The Aim of Research
1. To understand about participative leadership style.
2. To know participative leadership style strategies.
3. To qualify the Leadership course assignment.

1.4 The Benefit of Research

1. Hoping that this paper would increase the reader knowledge.
2. To be a reference for the reader.

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 CHAPTER II

DISCUSSION

2.1 The role of a leader

This chapter will describe common water leadership roles, those roles are :
1. The champion leader, a role that primarily involves initiating processes of influence
(change) to advance water management projects, innovations, and policies. Leaders
occupying this role are variously described as champions, policy entrepreneurs, emergent
leaders and key change agents. They are highly motivated, stand out early in processes of
change, and excel at exerting influence. The literature on champions distinguishes
between ‘project/product champions’ and ‘executive champions’ (see Howell and
Higgins 1990; Howell et al. 2005; Maidique 1980).
2. The enabling leader, A role that involves enabling (rather than directing) others to
collectively find solutions to complex water management challenges. Leaders occupying
this role create environments where people from across organizational boundaries can
interact, collaborate, experiment, take risks, and learn together (i.e., ‘learn by doing’).
Senior enabling leaders may also help leaders at the project level by gathering political
and executive support for initiatives, providing resources, sharing risks, and building
supportive organizational cultures. Leaders in this role commonly work across
organizational boundaries and often link people within an organization to external people.
3. The cross-boundary team leader, A role that involves being responsible for meeting the
objectives of a cross boundary water management team. Typically, these boundaries
include: geography; functional organizational units (‘silos’); levels of management in
bureaucratic organizations; professional disciplines (e.g., multi-disciplinary teams); and
demographics. This role includes building and monitoring the performance of teams. It
also involves building and communicating shared visions for projects, clarifying
objectives and roles, and managing conflict. Leaders in this role also need to manage
resources and information, may engage in coaching and mentoring behaviours, and
engage in activities outside the team (e.g., networking and advocacy). Often, members of
the team are not the team leader’s staff (direct reports). Consequently, the leader needs to
rely on his/her personal power to exercise influence rather than the power of their position
(authority).
4. The thought leader, A role where a water practitioner influences policy or practice by
promoting new ideas, fostering innovation, conducting and using research, brokering
information, and/or being a hub of specialist knowledge. Leaders in this role typically
have high levels of expertise and credibility, as well as broad, diverse networks. They are
comfortable questioning the status quo, and search for venues to promote alternative
approaches (e.g., local conferences). Leaders in this role often work in universities, small
consulting firms or on their own which provides them with freedom to publicly challenge
conventional approaches. They are often involved with pilot projects and cooperative
research activities. They also work closely with champion, enabling and trusted adviser
leaders who use their ideas to help drive change.

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5. The strategic leader, A role that is typically occupied by experienced/senior water
practitioners who are given significant authority (position power) to introduce and
manage change, and develop capacity to make newly developed systems work. The role
involves working with stakeholders to build a shared vision of the future direction of a
team or organization. Leaders in this role engage in ‘scanning behaviours’ to identify
opportunities, threats and trends. They also invest time in strategic networking in and
outside the organization to build relationships with key partners, and draw on a range of
information sources to help determine a suitable strategic direction. They also excel at
strategic planning and team leadership.
Those are leadership common roles that all leader must have. But the point of this
paper is to answer “what is participative leadership style and it’s strategies?” thus
researcher will explain more to answer the question.

2.2 Participative leadership style

Participative leadership is defined as a leader’s non-authoritative behavior that gives
opportunities to subordinates to take part in the decision-making process and receive input
from employees to make a quality decision. In participative decision-making, the leader
encourages employees to express their ideas and suggestions. A participative leader acts as a
coach that facilitates all employees to openly demonstrate their ideas and utilizes this
valuable information in decision-making. During the entire process, a participative leader
empowers employees and eradicates all obstructions to achieve outcomes.
According to path goal theory, effective leaders are those who motivate subordinates
to become involved in decision-making for the effective attainment of goals. The purpose is
to increase employee motivation and empowerment and to make members of the organization
more productive. Managers should adopt a participative leadership style because it is a
consultative leadership style. Though this style of leadership, versatility and innovation can
be concocted in the problem-solving process.
This leadership style works best in an organic organizational structure, where
employees are mostly involved in creativity and have a good sense of their job
responsibilities. Participative leadership produces enviable results, where employees have the
passion to learn from their leader. Some examples of companies who experience the benefits
of this distinguished leadership style include Google, Apple, and Hindustan Computers
Limited.
Leadership is important for the success of any organizaation to change and develop its
culture (Brown, 2011). Thus, there is an association between leadership and organizational
culture (Loki, Westwood & Cranford, 2005). Organizational culture controls the relationship
between the leadership styles and organizational performance (Ogbonna & Harris, 2000).
However, an incorrect analysis may reveal that leadership styles are not critical to achieve
desired performance. The present study adopts a functionalist perspective, which proposes
that leaders make cultural change (Schein, 1985; Trice & Beyer, 1993). They achieve this by
using substantive and visible actions, and symbolic roles they play (Meindl, Ehrlich &
Dukerich, 1985). They also give organizational culture to subordinates by providing direction
and coherence; sustaining important values and behaviour patterns (Loki et al., 2005).
Different leadership styles lead to different cultures (Ogbonna & Harris, 2000). To manage

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change and development, it is important that subordinates find their stability in the culture,
and direction of the organization. It also requires that they feel integrated with the entire
organization rather than being identified with peripheral things for a short period (Finchum &
Rhodes, 2004). The present study focuses on the two opposing styles of participative and
directive leadership (Sagie et al., 2002). A manager with either or both of these leadership
styles, to be regarded as effective, his/her leadership must produces all the facets of
organizational culture identified by Denison and Neale (1996). As such, effective managers
must be adaptive, yet highly consistent, and to promote high involvement, but to do so within
the context of a shared sense of mission (Fleenor & Bryant, 2002; p. 9).

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 CHAPTER III

ENGINEERING IDEA

3.1. Strategies of a participative leader

The “power – influence’ approach (French & Raven, 1959) holds that the
fundamental issues in leadership is power. That is, leadership effectiveness is a function of
the bases of power available to the leader and the manner to which he or she exercises power
over the subordinates (Yukul, 1981). A power basis is a source of influence in a social
relationship. An influence strategy is the actual (behavioral) mechanism through which the
leader exerts influence over the subordinates. Thus, it is more important to investigate the
manner in which the leader exerts influence over the subordinates instead of focusing all
attention on the basis of power used by the leader (Yukl, 1981). For effective functioning of
any organization, it is important that the relationship between the superiors and subordinates
should be cordial and the leader should get the work done by the subordinates and intern the
subordinates will perceive the leader behavior based on that i.e., leadership styles.
Participative leadership also referred to as organic leadership is defined as leadership
style which involves employees across different levels of the hierarchy in decision-making
(Spreitzer, 2005). Participative leaders involve their subordinates in the decision making
process. Nemaei& Gardiner (2012) note that these leaders pay attention to subordinates
values and seek their input on important decisions. In this leadership style there is no formal
distinction between leaders and followers.
Thus as researcher engineering idea, researcher would like to mention some strategies
to be a good and success leader with participative leadership style :
1. Hold the organization focus, a participative leader can’t function properly without
the insight from her/his team. So that the researcher would listen to all aspiration and
discuss it together in order to get the focus of the organization member.
2. Do surveys, the researcher would like to do surveys about what the member like or
dislike with an eye to put their happiness first so that they can work together without
feeling annoyed one to another especially with their leader.
3. Developing, the researcher looking for the skill of each member to know where the
researcher must put them matching to their ability, and by that the member won’t feel
depressed doing their work. Another reason, this strategy helps the member take a
better look at their own performance and provide internal feedback to improve.
4. Be a facilitator, listen to the voice of every member and looking for the solution
together.
5. Be wise, being democratic doesn’t mean accepting everything the member wants, but
focused on the better change.
6. Another way to be the best participative leader is to have a mission, being able to
adapt, have consistency, and involvement.
Mission refers to defining a meaningful long-term direction for the organization
(Denison & Neale, 1996). Leaders have an important role in managing shared values and

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vision (Loki et al., 2005). They have a significant influence in shaping and sustaining the
vision. A vision provides meaning (Brown, 2011). It also increases the visibility of
organizational processes and leads to innovative organizational contexts (Elenkov & Manev,
2005). Managers should develop a shared vision because it provides direction and
commitment. The visions should be compelling and involving all organization members in
striving towards goals (Brown, 2011). They should also provide directions that subordinates
are willing follow. Thus, the leader should be strategic oriented (Brown, 2011). They should
also communicate an image of the future and motivate for a shared vision of the organization.
Organizational culture is the means through which leader’s vision is revealed and helps
creates a climate necessary for organizations to become innovative (James et al., 2007).
Effective leaders foster, support, and sustain organizational cultures that supports the type of
cultural change envisioned (Hennessey, 1998).
Adaptability refers to translating the demands of the business environment into action
(Denison & Neale, 1996). It is also perceived as the ability to solve problems and react with
flexibility to changing environmental demands (Brown, 2011). An adaptive culture reflects a
learning orientation that promotes inventiveness combined with the goal of better knowledge
(Charbonnier-Voirin, Akremi & Vandenberghe, 2010). Organizations with an adaptive
culture are more ready to accept cultural changes and development (Tsui et al., 2006).
Organizations are changing speedily and subordinates’ ability to acquire new skills and adapt
to different contexts becomes a critical factor that helps organizations attain their objectives
(Charbonnier-Voirin et al., 2010). They need to have the flexibility and dynamism in their
foundations (Finchum & Rhodes, 2005). Organizational culture therefore, helps organizations
to adapt to the problems from the external environment and to achieve an internal integration
(Schein, 1985). For an organization to provide a source of sustainable competitive advantage,
the culture must be adaptable to external contingencies (Barney, 1991). Thus, managers need
to adapt their leadership style, values, and goals to fit the changing demands of the
environment. Participative leadership is associated with an adaptive culture as a predictor of
organizational performance (Ogbonna & Harris, 2000).
Consistency refers to defining the values and systems that are the foundation of a
strong culture (Denison & Neale, 1996). Organizational culture is more effective if it is
consistent in its components and shared among organizational members, and it makes the
organization unique, thus discriminating it from other organizations (Furnham & Gunter,
1993). The performance of an organization is contingent on a conscious integration of
subordinates’ values with the espoused values of organization strategy. Scholars argue that
cultures that are consistent are positively associated with organizational effectiveness
(Ogbonna & Harris, 2000). Participative leaders motivate organizational members to develop
more effective organizational systems (Sagie et al., 2002).
Involvement refers to building human capacity, ownership, and responsibility
(Denison & Neale, 1996). The behaviours of managers are a motivating force, especially if
the subordinates value them so highly. Effective organizations are rooted on openness, trust,
honesty, and collaboration (Brown, 2011). With participative leadership, managers have an
important task of providing subordinates with the experience of intrinsic motivation, feelings
of self-worth, and a sense of self determination (Deci, Connell & Ryan, 1989). They also
provides a feeling of ‘‘psychological ownership’’ among the subordinates (Sashkin, 1976);
increase subordinates’ self-efficacy, and reduces their sense of powerlessness (Arnold, Arad,

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Rhoades & Drasgow, 2000). Involvement is therefore, heightened if there is a feeling of
ownership among subordinates in the sense of believing that they are truly accepted by the
leaders as important human assets in the organization.

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 CHAPTER IV

CONCLUSION AND SUGGESTION

4.1 Conclusion
A participative leader builds human capability, ability, and a sense of responsibility
through involvement in decision-making. Participation in decision-making creates self-
efficacy, psychological empowerment, and enables subordinates to feel that they are valuable
assets of an organization. A participative leader develops a climate of open communication in
which employees feel empowered and their resistance towards any organizational change can
be handled. This leadership is characterized by less formalization, an inclination of respect,
power sharing, mutual understanding, and eradication of reciprocal threats and antagonism.

4.2 Suggestion
The researcher suggestion to leader :
Researcher think that this leadership style is the best to make an organization become more
democratic. Be wise but friendly and treat to your member with love and they won’t feel
frustrated also work under your pressure. They will absolutely do their best for your
organization such as company or something. And by that, you can manifest the purpose of
your organization.

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 REFERENCES

Articles :
https://en.wikipedia.org/wiki/Leadership_style
Andre Taylor, Wouter T. Lincklean Arriens. 2015. ” Understanding six water leadership
roles: A framework to help build leadership capacity”. New Water Policy and Practice
Journal. Volume 1, No. 2.
Hayat Bhatti, Misbah, etc. 2019. ” Impact of Participative Leadership on Organizational
Citizenship Behavior”. sustainability. Volume -, No.-.
Bell, Clement, etc. 2014. ” The Impact of Participative and Directive Leadership on
Organisational Culture: An Organisational Development Perspective”. Mediterranean Journal
of Social Sciences. Volume 5, No.23.
Jonnadula, Venkatachalam. 2015. ” Leadership Styles and Influence Strategies: A Study”.
Human Resources Generalist & Consultant. Volume 4, No.2.
Mabururu, Titus, etc INFLUENCE OF STRATEGIC LEADERSHIP ON STRATEGY
IMPLEMENTATION AT KENYA REVENUE AUTHORITY, SOUTHERN REGION IN
KENYA.International Academic Journal of Human Resource and Business
Administration.Volume 3, Issue 5, pp. 128-159

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