Participative Style
Primary Objective: Building commitment among employees and generating new ideas
The primary objective of the Participative style is to build commitment through consensus. This style relies on the ability of team members to establish their own direction and to resolve their conflicts constructively. It is typically characterised by a lot of meetings, a lot of listening, recognition of adequate performance, and little criticism of low performance.
The Participative style is most effective
when employees are competent; when employees must be co-ordinated; and in instances when a leader is unclear about the best approach.
The Participative style is least effective
in crises, when there’s no time to hold meetings; and when employees are incompetent, lack crucial information, or need close supervision.
Effectively Using the Participative Style
To increase the Participative style, try the following:
Hold information sharing meetings. Keep everyone informed about organisational issues affecting them by holding frequent meetings to share information and ideas.
Conduct participative meetings. This style of meeting requires excellent meeting management skills. You will need the ability to create a detailed agenda, manage time, draw out reticent people, hold back dominant participants, listen, and remain patient and in control of your own feelings and behaviour.
Share decision making with others. Ask your team to participate in making major decisions with you. They will need all necessary information surrounding the issues at hand.
Seek consensus. Avoid taking action or making a decision until everyone has been heard and can agree to support it as the best course of action given the circumstances.
Recognise good performance. Encourage high performance by giving your team positive feedback and rewarding their more productive efforts.
Primary Objective: Building commitment among employees and generating new ideas
The primary objective of the Participative style is to build commitment through consensus. This style relies on the ability of team members to establish their own direction and to resolve their conflicts constructively. It is typically characterised by a lot of meetings, a lot of listening, recognition of adequate performance, and little criticism of low performance.
The Participative style is most effective
when employees are competent; when employees must be co-ordinated; and in instances when a leader is unclear about the best approach.
The Participative style is least effective
in crises, when there’s no time to hold meetings; and when employees are incompetent, lack crucial information, or need close supervision.
Effectively Using the Participative Style
To increase the Participative style, try the following:
Hold information sharing meetings. Keep everyone informed about organisational issues affecting them by holding frequent meetings to share information and ideas.
Conduct participative meetings. This style of meeting requires excellent meeting management skills. You will need the ability to create a detailed agenda, manage time, draw out reticent people, hold back dominant participants, listen, and remain patient and in control of your own feelings and behaviour.
Share decision making with others. Ask your team to participate in making major decisions with you. They will need all necessary information surrounding the issues at hand.
Seek consensus. Avoid taking action or making a decision until everyone has been heard and can agree to support it as the best course of action given the circumstances.
Recognise good performance. Encourage high performance by giving your team positive feedback and rewarding their more productive efforts.