Participative Leadership Theory : Dr. Barbara Shaw's Leadership Practice

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C1.Evaluate at least three strengths of your chosen leader The cornerstone of the participative leadership theory is the “shared influence and joint decision making between a leader and their followers” (Lam, Huang, Chan, 2015). Consequently, employees have access to privileged information and can exercise a certain amount of control over the decision-making and problem solving process of an organization. At its pure form the participative leadership theory “requires that leaders share or give up a certain amount of control over decision making” (p. 836) in return for potentially higher employee performance and commitment to the organization. The participative theory is on the opposite side of the scale to autocracy, and even though it…show more content…
Dr. Shaw’s effectiveness to lead and engage her team affects the organization positively, because it spreads “the individual ownership mindset--Model and guide all to think and act as owners 24/7” (Peck, 2014), which results in a better individual and team performance. Another strength found in Dr. Shaw’s leadership practice is her ability to empower individuals and teams to take control over specific business goals, and her ability to create a sense of independence and self-motivation to achieve such goals. As explained by Lam, Huang, and Chan “research has demonstrated that leaders demonstrating participative and empowering behavior tend to increase employee’s creativity” (2015, p. 851). As an example of this, Dr. Shaw relies on cross-functional teams to fully develop and implement professional development projects, where the team makes the decisions. The only requirement to this empowerment is to report to Dr. Shaw, any obstacles or difficulties found in the process, thus allowing her to intervene when necessary only. This strength benefits the department’s performance and frees up her time from the day-to-day decisions, allowing her to focus on larger institutional objectives. Dr. Shaw’s third strength within the participative leadership theory framework is her capacity to create followers through motivation. Lam, Huang and Chan suggest that the employees’ perception of a leader being able to motivate them “depends on whether
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