| Pub. Date | : June, 2023 |
|---|---|
| Product Name | : The IUP Journal of Soft Skills |
| Product Type | : Article |
| Product Code | : IJSS020623 |
| Author Name | : John Nkeobuna Nnah Ugoani |
| Availability | : YES |
| Subject/Domain | : Management |
| Download Format | : PDF Format |
| No. of Pages | : 16 |
Participative leadership involves employees across different levels of the organizational hierarchy in contributing to work performance. It is closely associated with consensus building, empathy, delegation, trust and job involvement. A task of participative leadership is consulting with subordinates and evaluating their opinions and suggestions before making the final decision. The concept demonstrates intentions to empower employees for improved performance and achievement of organizational goals. This study focuses on the effects of participative leadership on employee and organizational performance. Exploratory investigation research design was adopted for the study, and the results show a positive association between participative leadership and work performance. Because of the importance assigned to leadership and performance in organizations, this study suggests that organizations should promote a participative culture to enhance employees' sense of belonging as a measure for improving their performance.
Leadership history dates back to thousands of years ago like the story of Moses leading
his people out of the Egyptian bondage. Though contemporary literature has different
but similar definitions of what constitutes leadership, what is certain in the definitions
is a dynamic relationship between the leader and the follower or the manager and the
subordinate. In this relationship, all the parties involved try to influence each other
in an attempt to accomplish certain goals.
In several leadership styles are found autocratic leaders who set their own goals
without considering the views of their subordinates; there are consultative leaders who
solicit the opinions of their followers; and there are participative leaders who participate
equally in the process with their subordinates and allow the group to contribute to
decision-making. However, the University of Michigan Leadership Study recognizes two
contrasting types of leadership: (i) job-centered leadership; this approach supervises