MGHB02H3 Chapter Notes - Chapter 9.5-9.6: Transactional Leadership, Transformational Leadership, Social Exchange Theory
9.5 Discuss participative leadership and how and when to use participative leadership using the Vroom
and Jago model
Participative leadership: involving employees into work decisions
Potential advantages of participative leadership
Motivation increases: enriches the job through increased autonomy
Quality: more people involved in decision making for higher quality choices (especially for
special knowledge like research or engineering where employees may know more than their
boss)
oEmployees can also work problem solve without checking in with the boss
Acceptance: increased acceptance of decisions made (perceived procedural fairness)
Potential problems of participative leadership
Time and energy: of the leader to call meetings and organize employee opinions
Loss of power: Participative leadership means sharing power and participation in trivial decision
making will not contribute with motivation
Lack of receptivity or knowledge: employees might not want to participate if they don’t trust the
leader or when in a poor work environment, may also lack relevant knowledge to make
informed contributions
Vroom and Jago’s Situational Model of Participation: when to use participation and how much to use it
I – Individual, II – Group
A: autocratic, ultimate end decision is done by the leader without necessarily informing or
consulting employees
oAI: solve problem alone with information available
oAII: ask employees for information (not about their opinions)
C: consultative, ask relevant employees for ideas and suggestions but ultimately make decision
on your own
oCI: ask employees individually
oCII: ask the employees as a group
GII: group, ask employees as a group and solve the problem together through consensus
To analyze the level of participation workers should have in the decision
oQR: Quality Requirement (importance that the decision is technically correct)
oCR: Commitment Requirement (importance that workers are committed to decision)
oLI: Leader’s Information (how much relevant information does the leader have)
oST: Problem Structure (level of ambiguity involved)
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Document Summary
9. 5 discuss participative leadership and how and when to use participative leadership using the vroom and jago model. Motivation increases: enriches the job through increased autonomy. Acceptance: increased acceptance of decisions made (perceived procedural fairness) Time and energy: of the leader to call meetings and organize employee opinions. Loss of power: participative leadership means sharing power and participation in trivial decision making will not contribute with motivation. Lack of receptivity or knowledge: employees might not want to participate if they don"t trust the leader or when in a poor work environment, may also lack relevant knowledge to make informed contributions. Vroom and jago"s situational model of participation: when to use participation and how much to use it. A: autocratic, ultimate end decision is done by the leader without necessarily informing or consulting employees: ai: solve problem alone with information available, aii: ask employees for information (not about their opinions)
