Participative Management Style


ParticipativeManagement Style

Managementis a function the coordinate the efforts of all people within theorganization, to promote the attainment of organizational goals.Among the functions of the management include planning, staffing,organizing, controlling and directing the workforce towards goalattainment. Corporate leader is tasked with finding management stylesthat best suit the needs and abilities of the workforce to ensuresmooth operation and coordination with the workers. As such, there isno single correct management leadership style the best style is thatwhich meets the existing challenges within the organization, as wellas the employee’s needs and skills (Rothwell, 2013). Effectivemanagers are flexible, changing their management styles while at thesame time maintaining their role as the figurehead. Managers aresupposed to have adequate interpersonal skills to promote the flow ofinformation and feedback from the workforce, assisting in enhancingtheir leadership styles. At the same time, effective managers aresupposed to provide leadership roles, controlling and organizing theworkers towards the attainment of organizational goals (Topchik,2007). This paper exemplifies the various management styles as wellas their setbacks through a critical analysis study about Peter,manager who had relinquished his management role as a manager in aThe employment service group to take the position of the ActingDirector of Immigration.

Thedirector general of Immigration had given new roles to the outgoingdirector, an individual who was well versed in operations ofimmigration laws and regulations. He gave his position to Peter, whohad quite a remarkable track record as a manager in the Employmentservice Group. The outgoing manager was always preoccupied with othernon-managerial roles hence give little attention to management roles.This led to poor management in the department of immigration Ottawa,leading to increased pressure from the National Headquarters. Theoutgoing manager was so much engrossed in tasks that his juniorswould have managed, creating a vicious cycle that threatened thehealth of the organization. As a manager, he had experimented withthe command-and- control management style but changed to a lesscontrolling management style as a manager in Employment Service Grou(Hunter, 2012).. He adopted the participative leadership style, whichis more democratic allowing individuals input on the best strategyfor attaining organizational goals. With this management style, themanagement follows not the right but the best strategy that wouldlead to organizational efficacy. He attempted implement the same inthe new role as the Acting Director at Immigrations, but his stylewas faced with increased opposition from his juniors, who felt thathe was not fit for the position. As time progressed, he adopted amore controlling leadership style but later organized a retreat forthe managers to break the leadership impasse that was threateningeffective management and the overall health of the organization. Athird of the time set aside for the retreat had elapsed, butdreadlock had not yet been resolved. However, after using a teambuilding facilitator, the impasse was cleared the managers becamecooperative with success of the style being felt after two months.After time lapse, Peter was appointed the Director of Immigration inthe region, leading to notable improvements in the region. In histime, operations of the region continued to improve until it was oneof the best performing regions in Immigration service (Hunter, 2012).

Participativeleadership style calls for increased participation of the workers inthe management process, offering ideal strategies to achieveorganizational goals. The leader uses workforce knowledge and skillsto build a consensus on the appropriate direction that theorganization should follow (Rothwell, 2013). The style calls forteamwork, owing to the synergetic impacts of teamwork, leadingadopting the best strategy and direction as directed by concessionaldiscussions between all workers. Leaders using this management styleenhances morale improves organizational communications, reducingemployee`s dissatisfaction due to ineffective communications. Thestyle prompts the leader to involve the subordinates rather thantaking autocratic decisions, which may at times lead to reducedperformance. However, the subordinates must participate willingly,providing alternative strategies and directions, to ensure success ofthe leadership style (Rothwell, 2013).

Peterhad managed to improve communications and morale of managers in theEmployment service group hence the success of the participativeleadership style. The initial failure of the participative leadershipstyle in the Immigration was the lack of workforce faith in Peter,whom they felt was less qualified for the position (Rothwell, 2013).There were ineffective communications in various meetings, with somemanagers making points to hint Peter’s lack expertise inImmigration. The ineffective communication continued even in theteam-building retreat, threatening the success of the whole process.It was only after Peter involved a facilitator, that the managerswere able to open up and air their concerns about Peter’smanagement style. Owing to his excellent communication skills, Peterwas able to address all concerns raised by his juniors, withoutvictimizing them for raising their concerns (Hunter, 2012).Participative leadership requires sufficient self-esteem among themanagement to ensure they enhance communication with staff, withoutbeing defensive or abdicating their leadership roles. These areenhanced by a boss who is supportive, responsive to the fact thatleadership styles may take years before appropriate impact is felt.Peter’s response to manager`s concerns was a great leap inpromoting communication within the organization, which is animportant factor in teamwork envisioned by participative leadership(Topchik, 2007).

Incontrast, the traditional command-and- control leadership control isless participative, with the management deciding the appropriatestrategies and forcing them down to the juniors. The command-and-control leadership style does not involve the junior management inthe formulation of strategy is flawed with communicationineffectiveness, often threatening the health of the organization(Rothwell, 2013). Conversely, the participative leadership style issupported by the Maslow hierarchy of need, promoting employeesatisfaction and motivation, through inclusion in the strategyformulation process. Further, the style makes the workers own theadopted strategy, promoting the achievement of the set organizationalgoals (Topchik, 2007).

Fromthe aforementioned, management involves the process of coordinatingthe workforce efforts, promoting goal attainment. Organizationalleaders need to assume appropriate leadership styles depending on thevarious business characteristics of their organization, such theworkforce knowledge, and skills. One of the most appropriateleadership strategies is the participative leadership style, whichcalls for participative decision making between the management andthe staff. This leadership style requires the leader to promoteeffective communication with the juniors to promote theirparticipation in the decision-making process. The leader shouldmaintain high interpersonal skills, with high esteem, to promote acordial interaction with the juniors. This leadership style calls forteam-work, owing to the synergetic impacts of teamwork on theorganization. The participative leadership style leads to increasedstaff satisfaction due to effective communication channels and theinclusion onto the strategy formulation process, leading toorganizational success.


Hunter,J. ( 2012).Impasse Team building. Canada:Institute of Public Administration of Canada

Rothwell,J. D. (2013). In mixed company: Communicating in small groups andteams. Boston, MA: Wadsworth, Cengage Learning.

Topchik,G. S. (2007). The first-time manager`s guide to team building.New York: AMACOM.