NAME:
DATE:
PARTICIPATIVE
LEADERSHIP STYLE

PRESENTATION OUTLINE
⦿ Introduction
⦿ Scope of The Study
⦿ Literature Review
⦿ Project Methodology
⦿ Analysis and Conclusion
⦿ Recommendations
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INTRODUCTION
⦿ Leadership style defines the collaboration, involvement, and participation of
workers in solving problems and making decisions (Wexley and Nemeroff 448)
⦿ Participative leadership style involves:
⌾ Accommodating the input of all workers.
⌾ Encouraging stakeholders to be part of the decision-making processes
(Hayat Bhatti et al. 4).
⌾ Empowering workers to undertake roles and duties that are critical to
organizational effectiveness
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SCOPE OF THE STUDY
⦿ The participative leadership style can be classified into 4 levels:
⌾ Consensus participative leadership – Leadership decisions are made based
on agreement between the leader and subordinates
⌾ Collective participative leadership – Team progress shared equally among
members, and they are all responsible for the process and results
(Akpoviroro et al. 48).
⌾ Democratic participative leadership – subordinates offer suggestions, but
the leader makes the final decision.
⌾ Autocratic participative leadership – Leader influences the outcome of
the final decision
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LITERATURE REVIEW
⦿ Participative leadership helps employees develop their interpersonal skills since it
encourages the utilization of group discussions.
⦿ Participative leadership impacts job satisfaction through:
⌾ Enhancing workers' morale
⌾ Creating a sense of ownership among employees
⌾ Making the work environment conducive and attractive to all workers
⦿ Participative leadership style, in particular, creates employee commitment to
embrace innovative work behavior (Odoardi et al., 104).
⦿ Participative Leadership has its limitations including: Delayed decision-making,
Counterarguments that can result in conflicts, Diminished expert contributions,
and overdependence on employee participation.
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PROJECT METHODOLOGY
⦿ The project collected data from secondary sources only including peer-reviewed
journals, and textbooks
⦿ Secondary data collection methods were chosen due to:
⌾ Time economy cost-effectiveness.
⌾ Cleaned and well structured Secondary data
⦿ The credibility of secondary sources was assessed based on accuracy of research
data and logical, coherent interpretations of the empirical results (Watkins 38)
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ANALYSIS AND CONCLUSION
⦿ This study established the following:
⦿ Participative leadership style allows people to make collective decisions or share
decision-making influence between leaders and their subordinates.
⦿ It seeks to address the relationship between workers and leaders at all levels of
decision-making in firms
⦿ Participative leaders:
⌾ Allow workers to feel psychologically empowered
⌾ Create self-driven employees that act within the company’s standard operating procedures, while
going the extra mile, to ensure goal attainment.
⌾ Assist workers in formulating realistic goals and objectives, attainable performance measures, and
give appropriate rewards
⌾ Delegate jobs based on one’s talent and promote career development programs designed to
improve an employee’s capacity to innovate, perform, and deliver company goals and objectives
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RECOMMENDATIONS
⦿ Participative leaders must create appropriate rewards that will drive employee
performance, which will eventually translate to company growth and
development.
⦿ Managers should provide workers with vital information to facilitate effective
decision-making and make them feel included
⦿ Leaders should promote employee autonomy and build trust. It becomes
beneficial to the organization in the long-term because of its capacity to create
organizational leadership.
⦿ Employees need resources (financial and human), which should be provided by
the senior leadership
⦿ Participative leaders should focus on encouraging and motivating people to
deliver beyond the bare minimum. Typically, people are the center of
participative leadership and not the task.
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WORKS CITED
Akpoviroro, Kowo Solomon, et al. “Effect of Participative Leadership Style on Employee’s
Productivity.” International Journal of Economic Behavior, vol. 8, June 2018, pp. 47–60.
DOI.org (Datacite), https://doi.org/10.14276/2285-0430.1927.
Hayat Bhatti, Misbah, et al. “Impact of Participative Leadership on Organizational Citizenship
Behavior: Mediating Role of Trust and Moderating Role of Continuance Commitment:
Evidence from the Pakistan Hotel Industry.” Sustainability, vol. 11, no. 4, Feb. 2019, pp. 1-21.
DOI.org (Crossref), https://doi.org/10.3390/su11041170.
Odoardi, Carlo, et al. “Affective Commitment, Participative Leadership, and Employee
Innovation: A Multilevel Investigation.” Journal of Work and Organizational Psychology, vol.
35, no. 2, July 2019, pp. 103–13. journals.copmadrid.org, https://doi.org/10.5093/jwop2019a12.
Watkins, Daphne C. Secondary Data in Mixed Methods Research. SAGE Publications, 2022.
Wexley, Kenneth N., and Wayne F. Nemeroff. “Effectiveness of Positive Reinforcement and
Goal Setting as Methods of Management Development.” Journal of Applied Psychology, vol.
60, no. 4, 1975, pp. 446–50. DOI.org (Crossref), https://doi.org/10.1037/h0076912.
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