understand how leaders make decisions, share power to subodinates and empower members of organization in three aspects: Participative Leadership, Delegation, and Empowerment.

1. Participating Leadership,
Delegation & Empowerment
Chapter 5

2. What’s for today?
Participative Leadership
Delegation
Empowerment
1
2
3

3. Participating Leadership
Participating Leadership including consultation, joint
decision making, power sharing, decentralization,
empowerment, and democratic managament.

4. 04 types of Participation
1 2 3 4

5. Consequences of Participative
Leadership

6. Diagnosing Decision Situations
Encourage Participation
1
2
Guidelines for Participating Leadership

7. Delegation
Delegation is used to describe a variety of different
forms of and degrees of power sharing with individual
subordinates.

8. Improvement in decision quality
Greater subordinate commitment
Making subordinates’ jobs more interesting,
challenging, and meaningful
Improved time management
Important form of management development
Advantages of Delegation

10.  Aspects of the leader’s
personality
 Fear of subordinate making
a mistake
 High need for personal
achievement
 Characteristics of the
subordinate
 Nature of the work
Reasons for Lack of Delegation

11. How to Delegate
How to Manage Delegation
1
2
Guidelines for Delegation
What to Delegate
3

12. Empowerment
Psychological Empowerment describes how the intrinsic
motivation and self-efficacy of people are influenced by
leadership behavior, job characteristics, organization
structure, and their own needs and values.

13. o Stronger task commitment
o Greater initiative in carrying out role responsibilities
o Greater persistence in the face of obstacles and
temporary setbacks
o More innovation and learning
o Higher job satisfaction
o Stronger organizational commitment
Benefit of Empowerment

14. o Higher costs for selection and training
o Higher labor costs for skilled employees
o Inconsistent service quality
o Expensive giveaways and bad decisions
by some employees
o Customer feeling's of inequity about
unequal treatment
Costs and Risks of Empowerment
o Opposition by middle managers who feel threatened
o Conflicts from raising employee expectations beyond what top
management is willing to concede

15. Guidelines for Empowerment

16. Case Study

17. Echo Electronics (P.515)
A quick look:
• Echo Electronics: a small company making & distributing
communications equipment
• Paul Sanchez: production manager
• Paul’s subordinates: 04 supervisors of 04 production departments

18. Issues:
 06 months ago: install new computerized
workstations
 increase productivity in the plant
 Engineer manager suggested, Paul asked
CEO for approval
03 months later:
productivity decrease, not increase
Customers complained about defective products
Paul checked:
Technicians: the new workstation operated properly
Other company using the same workstation: they having great success

19. When Paul discussed with 04 subordinates:
 They shared his concerns but didn’t agree
among themselves about the causes.
 Reasons including:
 poor design of workstation
 Inadequate training of production workers
 Lack of financial incentives for increasing productivity
 Ssupervisors’ perspective: production workers have strong feeling
about the workstations
Results:
 Morale declined. 02 employees quit job (they upset)
 CEO concerned about the issue, indicated Paul have to solve the problem
(decline in productivity & product quality)

20. Questions:
1. What actions could Paul have taken to prevent the
problem?
2. What steps should Paul take now to deal with the
problem?

21. Solution for Question 1:
• Before installing the new computerized workstations, Paul
should have exchanged information with 4 supervisors of the
4 production departments.
=> Paul should apply the Joint decision instead of Autocratic
Decision in the Participative Leadership

22. Solution for Question 2:
• Step 1: Between the Engineering manager and Supervisors of each production
department should have detail delegation each supervisor know their role in
the operation and the relationship between them with the new workstation
installed.
• Step 2: Paul should empower for Engineering manager to design with 4
supervisors about installed new workstations and make the system can operate
more effectively  design again the workstation layout.
• Step 3: Paul should apply the Joint decision in the Participative leadership =>
can give and receive information from the engineering manager and
supervisors. Therefore, he can change or adjust the decision at right time.
Besides, each supervisor knows clearly their position also their mission in the
system.

23. The end!
Present by Group 1 – MBA5
International University
Vietnam National University - HCMC
• Lê Thị Hải Yến
• Đống Quang Vinh
• Trần Tố Trinh
• Nguyễn Đoan Nhã
• Nguyễn Ngọc Hùng
• Dư Ngọc Huyền Trang