BY GROUP 4

Participative
Leadership &
Empowerment
Leadership
K Class
 Members
Felita Delvina Wani (215030200111069)

Clarissa Rafa Adyaswandi (215030201111030)

Anandra Raaditya Putra G (215030207111158)

Today's discussion
1. Figures Related to The Topic
2. The Nature of Participatory Leadership
3. Research on Influence Participatory Leadership
4. Normative Decision Model
5. Guidelines for Leadership Participatory and Delegation
6. Perceived Empowerment
7. Empowerment Program
01
do you guys
Figures Related to The Topic

know who
is he??
01
Bill Gates
William Henry Gates III or better known as Bill Gates was born on
October 28, 1955, in Seattle, Washington.

Through his hard work, the company he founded called Microsoft

Corporation became successful and Bill Gates soared to become a
billionaire.

Bill Gates is known for his participatory leadership. That is, he is not
the type of authoritarian leader who rarely involves other people in
every decision. However, he is also known for his tough attitude
towards employees.
 The Nature of
Participatory Leadership
Participative leadership involves the use of various
decision procedures that allow other people some
influence over the leader’s decisions. Participative

02
leadership can take many forms and includes several
specific decision procedures. Although primarily a
relations-oriented behavior, participative leadership also
has implications for achieving task objectives and
implementing change.
 Varieties of
Participation

Autocratic Joint Delegation.

Consultation.
Decision. Decision.

02
The manager asks
The manager makes The manager meets The manager gives
other people for
a decision alone with others to an individual or
their opinions and
without asking for discuss the decision group the authority
ideas and then
the opinions or problem and make a and responsibility
makes the decision
suggestions of other decision together for making a
alone
people decision
Potential Benefits of Participative Leadership

Satisfaction Development
with the of Participant
Decision Decision Skills.
Decision Acceptance. Process.
Quality. The experience of
helping to make a

02
People who have The research found
Involving other considerable that the opportunity complex decision
people in making a influence in making to express opinions can result in the
decision is likely to a decision tend to and preferences development of
increase the quality before a decision is more skill and
identify with it and
of a decision made can have confidence by
perceive it to be
beneficial effects on participants.
their decision.
the final decision
 Research on Effects of
Participative Leadership
Social scientists have been interested in studying the consequences of participative
leadership. The research has continued for more than a half-century using a variety of
methods. Field experiments compared leaders who used participative procedures to
leaders who made autocratic decisions.

03
Survey field studies asked subordinates to indicate how much involvement they had in
decisions, or to rate the leader’s general use of participative decision procedures, and
the effects of participation were assessed by relating it to subordinate satisfaction with
the leader, subordinate task commitment, subordinate performance, or ratings of
leader effectiveness by higher management.
Findings in Participation
Research
Findings in the quantitative research on the effects of participative leadership are
summarized in several literature reviews and meta-analyses. All the reviewers noted the lack
of consistently strong results in the research. Overall, the results from research on the effects
of the participative are not sufficiently strong and consistent to draw any firm conclusions.

03
Participative leadership sometimes results in higher satisfaction, effort, and performance,
and at other times it does not. The lack of consistent results about the effectiveness of
participative leadership probably reflects the fact that each type of participative decision
procedure is effective in some situations but not in others.
 Normative Decision Model

Vroom and Yetton (1973) proposed a model to identify the

situations that determine whether a specific type of decision
procedure will be effective. This contingency theory was called
the normative decision model.
 5 Decision Procedures
Autocratic Decision Consultation
(A-I) solve the problem (A-II) obtain the (C-I) share the problem
or make the decision necessary information with the relevant
using information from your subordinates subordinates
available at the time -> decide the solution individually
to the problem
(C-II) share the
problem with your
subordinates as a group
Leader and Subordinates as a Group
(G-I) share the problem with your subordinates
as a group
 DECISION
ACCEPTANCE AND
QUALITY
Decision acceptance is the
degree of commitment to
implement a decision
effectively.
Decision quality refers to
the objective aspects of the
decision that affect group
performance aside from
any effects mediated by
decision acceptance.
SITUATIONAL
VARIABLES
The effect of the decision
procedures on decision
quality and acceptance
depends on various aspects
of the situation, and a
procedure that is effective
in some situations may be
ineffective in other
situations.
DECISION RULES
The model provides a set of
rules for identifying any
decision procedure that is
not appropriate in a given
situation because decision
quality and/or acceptance
would be jeopardized by
using that procedure
Guidelines for Building on the participation
research and the normative decision
Participative model, some tentative
guidelines are proposed for using

Leadership 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.
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.
• Try to utilize suggestions and deal with concerns.
• Show appreciation for suggestions.
 September 2022
Leadership |
Nature of Psychological How Leaders Can Increase
Empowerment Empowerment

a person's intrinsic drive and

help a subordinate see
Perceived sense of self-efficacy are
influenced by by surroundings.
obstacles as opportunities
stimulate problem-solving
Participatory techniques and
Empowerment employee involvement
initiatives don't always make
act encouragingly when a
subordinate is feeling down
offer resources to deal with
people feel empowered or like
more influence over work-related obstacles at work
their work is important and
decisions and to create conditions that eliminate pointless formalities
desirable.
maintain initiative and self-
determination. Examining follower
perceptions, needs, and values can be

SEPTEMBER 2022
gained to add more insights.
Four key (1) meaning
components of (2) self-determination,
psychological (3) self-efficacy
empowerment (4) impact
 LEADER DEMOCRATIC
SELECTION AND DECISION
ASSESSMENT PROCEDURES

Empowerment
Program
SHARED INFORMATION

07
LEADERSHIP SHARING
RESPONSIBILITIES

CONSEQUENCES
OF EMPOWERMENT
PROGRAMS

what are those?!

 I. LEADER SELECTION
AND ASSESSMENT
When members elect their leaders for
brief periods of time, they are more likely
to feel more empowered. Regardless of
how a leader is selected, the influence of
members is greater when they participate
actively in assessing leader performance,
especially if they are able to remove a
leader with unsatisfactory performance.
II. DEMOCRATIC
DECISION PROCEDURES
When the formal procedures for making
important decisions give members
significant influence over these
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decisions. Take a majority vote to decide
important matters, or electing
representatives from each major.
Empowerment Program
 III. SHARED LEADERSHIP
RESPONSIBILITIES
When leadership responsibilities are
shared by members of a small
organization or team rather than invested
in a single leader. One example is the
growing use of self-managed teams in
business organizations.
IV. INFORMATION
SHARING
Accurate information about business
performance, plans, goals and strategies,
and competitors for employees to
07
influence decisions or assess the
effectiveness of top executives. Create an
"Open Book" program to give a clear
understanding of financial information,
such as revenues, profits, and costs.
Empowerment Program
 Consequences of
Empowerment Programs

BENEFITS
1. stronger task commitment
2. greater initiative in carrying out role
responsibilities
3. greater persistence in the face of
obstacles and temporary setbacks
RISKS
1. higher costs for selection and training
2. higher labor costs for skilled employees
3. inconsistent service quality
4. inappropriate decisions by some employees
5. customer feelings of inequity about unequal

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4. more innovation and learning, and treatment
stronger optimism about the eventual 6. opposition by middle managers who feel
success of the work threatened
5. higher job satisfaction 7. conflicts from raising employee expectations
6. stronger organizational commitment beyond what top management is willing to
7. less turnover concede

Empowerment Program
 Thank you!
Let us know if you have questions or clarifications
and opinions.