Delegation

The leadership paradox refers to the fact that teams need leaders but leaders threaten team autonomy. Participative management may be difficult for new teams due to role ambiguity and conflict. Transformational leaders have charisma, stimulate intellectual thought, and consider individuals. They motivate teams through collaboration, which results in better teamwork and motivation compared to transactional leadership. Transactional leaders use rewards to motivate competition rather than collaboration. The author's experience with a transformational manager created a motivated work environment while a transactional manager created a competitive "every man for themselves" culture.

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Delegation

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Prompt #1: What is the leadership paradox (5 points)?

Give some reasons why you

think a leader can encounter difficulty in newly formed teams or groups using a
participative management system (5 points). What skills, behaviors, and personality
traits are common to transformational leaders (5 points)? How does this leadership
style affect their team (3 points), and how are those results different than those of a
transactional leadership style (4 points)? Also, describe some of your own experiences
with transformational (3 points) versus transactional leadership (3 points).

We understand the leadership paradox as the fact that teams usually

need leaders, but the presence of leaders threatens the autonomy of the
team (Thompson, 2018). I like the idea of participative management, but I
think it is something that can’t occur until the team has been together for a
while. The reason is because it can lead to role amibugity and inter team
conflict. Because this management style relies on the group making decisions
and solving problems instead of the leader, the team can feel like they are
doing things that isn’t their job or may feel incompetent if they make the
wrong choice. There are three characteristics of transformational leaders.
They are charisma, intellectual stimulation, individualized consideration. These
leaders spend time getting to know their team individually and they put aside
their own best interest for that of the group (Thompson, 2018).
Transformational leadership results in better teamwork and an overall highly
motivated team with a lot of collaboration. These teams are more open to
change and have a higher sense of agreeableness. Transactional leadership
differs quite a bit from transformational. Transactional leaders use power to
get their team to do what they need them to do. They use the reward system
to motivate the team and can often lead to a very competitive environment
with very little collaboration. I once had a very transactional manager. He
would only give you hours based on performance, so if you weren’t
immediately up to speed, you wouldn’t receive any more hours. This also
made the team become “every man for themselves” like because we all
thought, “why would you help someone get better than you so that they get
more hours?”. I was also lucky enough to work with a superior that was very
much a transformational leader. She was very motivating and always went
out of her way to notice when you did something great. It really motivated
me to do my very best and created an awesome work environment that
everyone wanted to be a part of.

Prompt #2: Discuss some (at least two) of the strategies for encouraging
participative management in the workforce (6 points), and how to implement each of
these strategies (6 points). What has been your own experience, and what are your
perspectives, regarding participative management in organizations (5 points)?

There are some different ways that managers can encourage participative management
in the workplace. The first one is Task delegation. A lot of leaders try to do everything
themselves and the more work you bring on, the harder this becomes. By delegating the
tasks out to employees, you give them the encouragement that you believe in them and
they can do the job affectively, and it frees up your time to do more important tasks and
to mentor (Thompson, 2018). Be careful though, you want to make sure that you
delegate affectively. Do not over load the employee and try to give them work that
relates to them or their job responsibility. There should be a correlation between the
task and their development. Another way is the concept of parallel suggestion
involvement. This idea gives employees a way to give their suggestions and inputs
about things in the workplace such as sales tactics or minimizing production costs. This
concept encourages the team to work together to solve problems and promotes
collaboration. I think that participative management only works when you have a team
full of people who really enjoy what they do. I think about my peers and how maybe half
of them would like to be involved and be a part of decisions and the other half would just
rather be told what needs to be done and do it. It really does bring a lot of great success
to teams and companies when done effectively. When one leader is making all the
decisions, we are missing opportunities for ideas that were never thought of to come to
life.