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Participative Leadership Style: Definition, Theory & Examples

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  • 0:01 What Is Participatory…
  • 0:26 Types of Participation
  • 1:08 Underlying Principles
  • 3:08 Lesson Summary
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Lesson Transcript
Instructor: Shawn Grimsley
Participatory leadership style attempts to add a democratic dimension to modern management, which has generally been top-down and hierarchical in nature. In this lesson, we will provide a definition of participatory leadership, discuss some of its theoretical principles and provide a few examples.

What Is Participatory Leadership?

Participatory leadership as a management style is used today by a significant number of companies and organizations. Understanding how it works will allow you, either as a manager or employee, to better function in an organization that uses it. Participatory leadership is a style of management where decisions are made with the most feasible amount of participation from those who are affected by the decisions.

Types of Participation

In a business setting, the level and type of employee participation can vary. One form of participatory leadership is representative participation, in which a group of employees is involved in organizational decision making. This type of participatory leadership is more dominant in Europe, where employees may serve on workers councils or even on the board of directors. Another form, more common in the United States, is participatory management , in which subordinates share a degree of joint decision making with their immediate supervisors. For example, a self-managed work team may be responsible for a specific product and may have the authority to make decisions relating to work methods, such as scheduling, purchasing and hiring of members.

Underlying Principles

One basis of support for the theory is that participation satisfies an employee's higher-level needs. You can readily see the influence of psychologist Abraham Maslow and his hierarchy of needs on participatory leadership. Two of his concepts are important for our purposes: deficiency-motivation and growth-motivation. If you are deficiency-motivated, you are acting to try to alleviate the need for something, such as money or shelter. If you are growth-motivated, you are seeking psychological growth and the development and fulfillment of your potential. Employees that are deficiency motivated may function fine under a bureaucratic and hierarchical management structure, but those motivated by growth may not, finding it dehumanizing.

Maslow

Another basis for participation is the concept of power sharing. The argument is that employee participation is necessary to redistribute power in an organization and protect employees' interests. This argument acknowledges that employees are stakeholders in the organization, entitled to a voice.

Organizational efficiency has also been argued as a basis for participatory management. Theorists argue that participation increases efficiency by encouraging information exchange between different stakeholders in an organization, which should result in better decision making. Additionally, similar to the humanistic view, it is argued that participation satisfies the higher-level needs of employees. If your higher-level needs are satisfied, then you should have a higher degree of job satisfaction. This should motivate you to work harder and increase your productivity.

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