leadership

Topics: Nursing, Leadership, Management Pages: 5 (843 words) Published: October 2, 2014


Participative Leader

Participative leader

Participative leadership also knows as democratic leadership is a type of leadership that allows everyone in the group to get involved in recognizing important objectives and developing procedures or tactics for reach of those goals. Participative leadership can be seen as someone who depends on the whole group to achieve the job, this type of involved leadership style can be utilized in business settings, volunteer organizations and even in the function of the home. A participative leadership style is a very important part of today's business area. This style generates and preserves strong connections between the teams and the leader. This is perhaps the best type of business leadership style, which automatically lets personnel to give ideas and take certain of the essential choices, along with their manager. However, the final decision rests on the leader. As the term specifies, a participative leader allows the personnel to play a main part in any decision-making course, which allows employee to improve their performance. Then, instead of the leader just heaving direct, rigorous commands to the staffs, he turns to act like a guide and a tutor to the personnel, helping them in reaching their objectives. So, it is like 'let us do...' rather than 'I want you to do (R. Stephen, 2012). The participative leadership style is reflected to be the best stable leadership. It raises the efficiency of manpower, while giving the liberty of expression well. Participative leadership has many advantages to fit in all setting. It encourages team members to share their thoughts and contribute in creating critical decisions. It also stimulates the growth of possible leaders’ .members. Participative leaders also make the employees believe that there is reason to remain in the business. Kurt Lewin along with others directed trials in 1939 and came up with three styles of participative leaderships, namely autocratic, democratic, and Laissez-faire. In the democratic style, the leader took the decisions after consulting others or let the majority decide on what is to be done. While doing the study Lewin et al. found out that the autocratic style led to rebellion, the Laissez-faire style required interest and coordination, while the democratic style shown to be the most operative. Since these experiments were done on children, they still required further study and research (Jany, R. 2008). Rensis Likert (1967) described four styles, namely, exploitive authoritative, benevolent authoritative, consultative, and participative. According to Likert the participative leadership style invites participation across all levels, including the shop floor worker, and tries to make the workers psychologically closer are made. In this style of leadership style the leader develops a ‘father figure’ and a ‘cult head ( Jany, R. 2008). According to an article on the Journal of Organization Behavioral, participative leader has clearly an influence on job performance. Participative leadership is more likely to enact motivational mechanisms for managerial subordinates. As a nurse, I believe in participative leadership style. As a leader, we have to motivate our followers by giving good examples. Most of the times, others are watching us without we even know it. And, what we do reflect on their attitude toward us. I have been in the nursing for 13 years and I truly believe that participative leader works better in this field. I worked as a Certified Nursing Assistant when I just entered that field. As an administrative assistant before, I never really have people around to work as a tead. My job was to receive order most of the time. The nursing field gives me many opportunities. One of them is to work with many people. Hence, I learn to be a team member. As a nursing assistant people...


References: http://www.buzzle.com/articles/participative-leadership-style.html
http://rajenjani.wordpress.com
www.interscience.wiley.com DOI: 10.1002/job.636
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