LEAD 701 Yukl chapter05

LEAD 701 Yukl chapter05

• 1.
  Participative Leadership and Empowerment 5-1Copyright©2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 2.
  After studying thischapter, you should be able to:  Understand different forms of participative leadership and empowerment.  Understand the major findings in research on consequences of participative leadership.  Understand the situations in which participative leadership is most likely to be effective. 5-2Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 3.
   Understand proceduresfor the effective use of consultation.  Understand the potential benefits and risks of delegation.  Understand when and how to use delegation effectively. 5-3Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 4.
  Understand different formsof participative leadership and empowerment 5-4Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 5.
   Consultation  Jointdecision making  Power sharing  Decentralization  Empowerment  Democratic management Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-5
• 6.
   Autocratic decision Consultation  Joint decision  Delegation Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-6
• 7.
  Understand the majorfindings in research on consequences of participative leadership 5-7Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 8.
   Decision quality Decision acceptance  Process satisfaction  Differing objectives Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-8
• 9.
   Quasi-experimental fieldstudy  Meta-analyses  Survey studies  Descriptive studies Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-9
• 10.
  Understand the situationsin which participative leadership is most likely to be effective 5-10Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 11.
   Decision acceptanceand quality  Situational variables  Decision Rules Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-11
• 12.
  Understand procedures forthe effective use of consultation 5-12Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 13.
  Diagnose decision situations Decision importance  Expertise  Likely cooperation  Likely acceptance  Meeting feasibility Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-13
• 14.
   Express concerns Tentative proposals  Record ideas  Build on ideas  Tactful  Avoid defensiveness  Utilize suggestions  Appreciation Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-14 Encourage participation
• 15.
  Understand the potentialbenefits and risks of delegation 5-15Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 16.
   Decision qualityimprovement  Subordinate implementation commitment  Enriched job  Time management  Management development Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-16
• 17.
   Power sharing Mistakes  Competition  Personal achievement  Performance bias  Subordinate characteristics  Distrust  Leader authority Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-17
• 18.
  Understand when andhow to use delegation effectively 5-18Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations
• 19.
  What to Delegate Tasks that can be done better by a subordinate  Urgent but not high priority  Relevant to a subordinate’s career  Appropriate difficulty  Both pleasant and unpleasant tasks  Tasks not central to the manager’s role Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-19
• 20.
  How to Delegate Specify responsibilities  Provide adequate authority limits  Specify reporting requirements  Ensure subordinate acceptance of responsibilities Copyright© 2013 Pearson Education Inc. publishing as Prentice Hall Leadership In Organizations 5-20