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Management
Joseph
Leadership styles: Switching from authoritarian to participatory leadership
Leadership styles: Switching from authoritarian to participatory leadership
There is no singular style of leadership that is appropriate for all situations. The type of leadership that is required to command soldiers in the field of battle is very different than the type of leadership demanded at an advertising agency. The latter situation requires soliciting creative input from all employees, not reflexive obedience like a wartime scenario. At the organization in question, the manager is deploying an authoritarian style of leadership at a company where individuals believe they can make a positive contribution to the organization's growth and development. Rather than effectively keeping people in line, the manager's style is merely causing anger and resentment. Also, through manipulating the staff, the manager is 'playing' certain staff members 'off' against one another, rather than creating an effective and united team dynamic. This merely bolsters the manager's leadership position, rather than advances real organizational objectives.
Because of the anger generated amongst the staff members, the manager is also dividing his team of subordinates through his actions. This is not even characteristic of an effective authoritarian style of leadership, even though authoritarian leadership is occasionally necessary when leading an organization in a state of crisis or commanding very inexperienced staff members. Even an effective military leader needs a united front, but in this case, personalities rather than tasks are the focus...
The organization needs to adopt a more participatory leadership approach to make team members feel more included, and also to encourage subordinates to feel as if they have an investment in the future of the company.
To further this objective, employees should be given the opportunity to offer feedback about organizational procedures, as well as be told what to do. Having a general meeting informing employees of the shift in standard operating procedures is essential. Employees must be convinced that there is a change occurring at the organization and that a personal investment in the policies of the company is essential for the organization's future. Having an email address to which employees can send suggestions and enabling employees to provide feedback during regular performance reviews are two permanent structural changes that can make a difference in changing the tone of organization over the long-term. Capable and experienced employees should also be encouraged to pursue propose new team projects, to generate new ideas that can inject a new perspective into an entrenched and divided organization.
Employees must be rewarded for their genuine contribution to the organization, not because of favoritism and their ability to curry favor with the manager. A gradual shifting to a results-focused organization, which rewards output rather than seniority, position, or even hours logged at the company can also create a more positive approach that takes the emphasis off personality and 'who' an employee is at the organization, versus what he or she does.
To repair the current rift will also require immediate attention…
References
Bartle, Phil. (2007, May 17). Participatory management. CMC (Community Empowerment
Collective). Retrieved December 23, 2010 at http://www.scn.org/cmp/modules/pm-pm.htm
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