• Summary
  • Contents
  • Subject index

This book takes a crtitical look at employee participation in organizational decision making. It is the first book to do this by integrating into one source the various facts, theories, and applications concerning participation and empowerment in organizational settings. Through the extensive use of graphs and tables, the book traces the origins of worker participation in management and decision making, examines the repertoire of empowerment and participatory techniques as applied throughout the world, and assesses, by means of empirical evidence, which technique works best.

Leadership and Participation
Leadership and participation

For a leader, the determination whether to be “tight” and make decisions and assign goals within the team (or organizational unit) by himself or herself, or to be “loose” and have employees participate in these processes, is not an easy one. In trying to explain the difficulties involved in choosing the appropriate practice (or style, a term reserved for a practice that is relatively constant across situations), McClelland (1975) wrote:

How much initiative he [the leader] would take, how persuasive he should attempt to be, and at what point his clear enthusiasm for certain goals becomes personal authoritarian insistence that those goals are the right ones whatever the members of the group may think, are all questions calculated to frustrate the ...

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