The Democratic Leadership Style

"Let's decide together"

The primary objective of the democratic style is building commitment and consensus. The democratic style is about gathering input. It is about building a vision and setting standards together. It is about sharing decisions and responsibility.

But what happens when team members are inexperienced or incompetent - when, in fact, you know best? In that ease, involving everyone in the decision-‘making process wouldn't be the wisest choice.

The democratic style in action

When using this style a manager:

• invites team members to make decisions affecting their work
• listens carefully to team members’ ideas
• trusts that team members have the capability to develop the appropriate direction for themselves and the organization
• reaches decisions by consensus
• rewards team performance, rather than addressing it individuals with specific feedback.

The democratic style is most effective:

• when team members are competent and they have at least as much information and knowledge as the manager ~
• when team members” work must be coordinated ctogethef
• in instances when a manager is unclear about the best approach or direction and has competent team members who might have clearer ideas.

The democratic style is least effective:

• in crises - when there is no time for meetings or discussions
• when team members are incompetent, lack crucial information, or need close supervision.

If you feel the situation needs you to be more democratic:

• Hold information sharing meetings.
  • Keep everyone involved and well informed about the organizational issues affecting them.
  • Each time you hear of a decision or change in your organization, ask yourself if your team should know. Will it provide clarity?
  • Will it inform their activities?
  • Hold frequent meetings to share information and ideas.
  • Always try to include everyone who is going to be directly affected.
• Conduct participative meetings
  • This requires excellent meeting-management skills; agenda setting, time management, drawing in reticent people, holding back dominant individuals, listening, self-control, patience, etc.
• Share decision-making
  • Ask your team to participate in making major decisions with you.
  • Give them whatever relevant information you have.
  • Then encourage them to decide collectively how they want to respond to those issues.
• Seek consensus
  • Avoid taking an action or making a decision quickly.
  • Wait until everyone has been heard and supports the decision as the best course of action under the circumstances.
• Give your team opportunities to show their capability
  • Give your team the job of identifying something that needs to be improved - and let them decide how to improve it. Then let the team's decision stand! You may want to start with something which you feel is not critical - where you will be comfortable to go with the team's decision - but which helps you assess your team’s true capabilities.

If you feel the situation needs you to be less democratic:

• ls this just a habit?
  • ls being democratic part of your culture?
  • Do team members expect to be involved in this way?
  • Does it make your organization effective?
  • What other managerial style or styles might maintain your team’s performance, while increasing your speed and efficiency?
• Did it work in the past?
  • Have you always been able to rely on the capability, involvement and engagement of team members?
  • Have you always had plenty of time to make thorough decisions?
  • Can that continue into the future?
• Will it work in the future?
  • Will the democratic style continue to be effective in the long term?
  • Are you putting enough energy into building team members capability so that you can continue this approach? Use your judgment to assess team members’ capability and engagement.
  • Set standards in the short term or provide coaching in the long term if you feel you need to.
• How do you see yourself as a manager?
  • Do you see your role as 'first among equals'?
  • Do you believe that your team members’ capability and knowledge is greater than yours?
  • Which other approaches might be more expedient or efficient for your team?
• Do team members all share the organization’s vision?
  • Do you feel that team members are drifting from the organization’s vision?
  • Be ready to remind team members who or what you are all there for!