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| − | ="Let's decide together"=
| + | The Democratic Leadership Style |
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| − | 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. | |
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| − | 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.
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| − | <html><img src = "/static/files//MBI/Module%2015/democratic.jpg" width="400"/></html>
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| − | =The democratic style in action=
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| − | When using this style a manager:
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| − | * invites team members to make decisions affecting their work
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| − | * listens carefully to team members’ ideas
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| − | * trusts that team members have the capability to develop the appropriate direction for themselves and the organization
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| − | * reaches decisions by consensus
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| − | * rewards team performance, rather than addressing it individuals with specific feedback.
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| − | =The democratic style is most effective:=
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| − | * when team members are competent and they have at least as much information and knowledge as the manager ~
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| − | * when team members” work must be coordinated ctogethef
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| − | * in instances when a manager is unclear about the best approach or direction and has competent team members who might have clearer ideas.
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| − | =The democratic style is least effective:=
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| − | * in crises - when there is no time for meetings or discussions
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| − | * when team members are incompetent, lack crucial information, or need close supervision.
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| − | =If you feel the situation needs you to be more democratic:=
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| − | * '''Hold information sharing meetings.'''
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| − | ** Keep everyone involved and well informed about the organizational issues affecting them.
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| − | ** Each time you hear of a decision or change in your organization, ask yourself if your team should know. Will it provide clarity?
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| − | ** Will it inform their activities?
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| − | ** Hold frequent meetings to share information and ideas.
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| − | ** Always try to include everyone who is going to be directly affected.
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| − | * '''Conduct participative meetings'''
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| − | ** This requires excellent meeting-management skills; agenda setting, time management, drawing in reticent people, holding back dominant individuals, listening, self-control, patience, etc.
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| − | * '''Share decision-making'''
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| − | ** Ask your team to participate in making major decisions with you.
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| − | ** Give them whatever relevant information you have.
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| − | ** Then encourage them to decide collectively how they want to respond to those issues.
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| − | * '''Seek consensus'''
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| − | ** Avoid taking an action or making a decision quickly.
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| − | ** Wait until everyone has been heard and supports the decision as the best course of action under the circumstances.
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| − | * '''Give your team opportunities to show their capability'''
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| − | ** 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.
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| − | =If you feel the situation needs you to be less democratic:=
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| − | * '''ls this just a habit?'''
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| − | ** ls being democratic part of your culture?
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| − | ** Do team members expect to be involved in this way?
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| − | ** Does it make your organization effective?
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| − | ** What other managerial style or styles might maintain your team’s performance, while increasing your speed and efficiency?
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| − | * '''Did it work in the past?'''
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| − | ** Have you always been able to rely on the capability, involvement and engagement of team members?
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| − | ** Have you always had plenty of time to make thorough decisions?
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| − | ** Can that continue into the future?
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| − | * '''Will it work in the future?'''
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| − | ** Will the democratic style continue to be effective in the long term?
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| − | ** 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.
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| − | ** Set standards in the short term or provide coaching in the long term if you feel you need to.
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| − | * '''How do you see yourself as a manager?'''
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| − | ** Do you see your role as 'first among equals'?
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| − | ** Do you believe that your team members’ capability and knowledge is greater than yours?
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| − | ** Which other approaches might be more expedient or efficient for your team?
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| − | * '''Do team members all share the organization’s vision?'''
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| − | ** Do you feel that team members are drifting from the organization’s vision?
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| − | ** Be ready to remind team members who or what you are all there for!
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| | [[Category:goleman]] | | [[Category:goleman]] |
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