Participative Leadership

Introduction:

Leadership is inherent in each and every portion of society. In this world that we are living in, a sense of direction is what is most important to take others forward. Participative leadership is a style of leadership in which the subordinates in a team are also involved in some part of the decision process. This invokes a sense of responsibility in them and thus promotes them to get involved in positive organizational citizenship behavior. Particularly, taking the context of the Chinese society, the Chinese have always predominantly followed an authoritarian form of leadership. Because of this authoritarian leadership style, there is a kind of power distance in between subordinates and their leaders. This is because the Chinese society has a sense of Confucianism prevalent in it in such a way that everyone assumes that they have specific roles to play. This leads to an increase in acceptance of authoritarian leadership. This has somewhat led them to take up participative leadership in the work place. It is also noteworthy that participative leadership gives rise to affective, normative and continuance commitment. That is why it is necessary to study about participative leadership and look at its possible impact in society. (Qing Miao, 2013)

Literature Review:

Participative administration alludes to shared impact in basic leadership amongst the leaders and their followers. Earlier research recommends it may impact work environment conduct through two unmistakable components: a subjective, choice quality effect and a motivational effect. Higher level performing managers describe themselves as more participative in organizational work than the lower level performing managers which is predominantly due to their predispositions and leadership styles. Furthermore, higher level performing managers often benefit from greater employee participation due to the common goals and longer timelines which in turn results in prompt and improved performance. It is expected that followers as managers of top management teams should perceive themselves having the ability to be involved in their work and performing highly in attaining the organizational objectives. It is also expected of the CEOs to portray participative leadership and supportive of leading top management to attain the objectives as a team (Andre Delbecq, 2013).

Participative leaders increase their subordinates’ performance by using motivation as an influencer to increase their organizational commitment and efficiency. These leaders encourage their subordinates to participate, discuss and exert influence in decision making process. Consequently, the subordinates feel that their opinions are of participate and as such they are actively involved in the organizational commitments. It also leads a greater level of trust in the organization. This participation is found to promote commitment