A. What is the ? Give some reasons why a leader can enco…
A. What is the ? Give some reasons why a leader can encounter difficulty in newly formed teams or groups using a participative management system. Support your discussion with at least two (2) external sources. B. Present a discussion of the strategies for encouraging participative management in the workforce, and how to implement each of these strategies. Support your discussion with at least two (2) external sources. C. What serious biases or misassumptions do groups that are involved in inter-team conflict sometimes experience? How do these biases and prejudices affect the ability of teams to accomplish their goals? Support your discussion with at least two (2) external sources. Purchase the answer to view it Purchase the answer to view it
A. In order to understand why a leader can encounter difficulty in newly formed teams or groups using a participative management system, it is important to first define what participative management is. Participative management is a leadership approach where the decision-making process is shared among team members, allowing for their input and involvement in the decision-making process (Cummings & Worley, 2015).
One reason why a leader can face difficulty in implementing participative management in newly formed teams is the lack of trust among team members. Trust is a critical component in participative management as it allows for open communication and collaboration. Without trust, team members may be hesitant to voice their opinions or share their ideas, leading to a lack of participation in decision-making processes (Sinha & Sinha, 2013). This lack of trust can stem from various factors such as a history of hierarchical leadership, previous experiences of being ignored or not valued, or a lack of confidence in the leader’s ability to facilitate the participative management process.
Another reason for difficulty in newly formed teams is the presence of power dynamics within the group. Power dynamics can emerge in any group setting and can be amplified in participative management systems where team members have more decision-making authority. Some team members may try to exert their power and influence over others, leading to conflict and resistance from those who feel marginalized or unheard (Hesselbein & Goldsmith, 2009). These power dynamics can hinder effective communication and collaboration, making it challenging for the leader to facilitate a participative decision-making process.
To address these difficulties, leaders can implement several strategies for encouraging participative management in the workforce. One strategy is to create a supportive and inclusive work environment where trust can be fostered. This can be done through open and transparent communication, active listening, and recognition of individual contributions (Bass & Riggio, 2008). Leaders should also provide training and development opportunities to enhance team members’ skills and knowledge, enabling them to contribute confidently to the decision-making process.
Another strategy is to establish clear guidelines and roles within the team. This can help mitigate power dynamics by ensuring that everyone’s input is valued and acknowledged. Additionally, leaders can promote a culture of continuous learning and improvement, where mistakes are seen as opportunities for growth rather than as failures (Bass & Riggio, 2008).
Implementing these strategies requires careful planning and execution. Leaders should communicate the benefits of participative management to team members, providing them with a clear understanding of how it can improve team performance and foster innovation. It is also important for leaders to lead by example, demonstrating their commitment to participative decision-making through their actions and behaviors. Overall, creating a supportive and inclusive environment and establishing clear guidelines and roles are crucial strategies for successfully implementing participative management in the workforce.
References:
Bass, B. M., & Riggio, R. E. (2008). Transformational leadership. Psychology Press.
Cummings, T. G., & Worley, C. G. (2015). Organization development and change. Cengage Learning.
Hesselbein, F., & Goldsmith, M. (2009). The organization of the future 2: Visions, strategies, and insights on managing in a new era. John Wiley & Sons.
Sinha, R., & Sinha, A. K. (2013). Participative management: A tool for enhancement of job satisfaction and organizational commitment. International Journal of Research in Management, 3(1), 39-56.