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The Attitudes and Actions of the Superior and the Participative Management Style

Author

Listed:
  • Iwona Posadzinska
  • Urszula Slupska
  • Robert Karaszewski

Abstract

Purpose: The aim of the article is to analyse the characteristics of participative management style in the context of open attitudes and actions of a leader. Design/Methodology/Approach: The assessment of specific measures implemented by the superior was grouped using factor analysis. The principal component analysis was used to identify factors. Factor rotation was conducted using the Oblimin method, and the significance of the analysis was confirmed by the Kaiser-Mayer-Olkin and Bartlett’s tests. Using the proportion of variance explained criterion, 2 variants (factor loadings) were distinguished participative style, and communication and feedback. The chi-square tests and Pearson’s C (contingency) coefficient were used to analyse the relations between the variants and the superior's management style. Findings: The article presents the relationship between the value of variables “participative style” and “communication and information” and management styles. We demonstrated that elements of participative leadership style in the behaviour of the superior result in a more open approach in interactions with employees. When a task is unstructured, the leader's participatory behaviour can stimulate subordinates, as the task is explained in more detail. Practical Implications: The analysis of the data shows that effective leadership requires mobilisation of the talents of subordinates, so it is extremely important to recognise the potential of employees. In practice, this means that participation stimulates the development of innovative solutions and fosters creativity in employees. Originality/Value: Demonstrating the importance of using participation as a tool to improve the decision-making skills of subordinates contributes to the present understanding of the role of leadership in strengthening intra-organisational relations.

Suggested Citation

  • Iwona Posadzinska & Urszula Slupska & Robert Karaszewski, 2020. "The Attitudes and Actions of the Superior and the Participative Management Style," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 488-501.
    • Handle: RePEc:ers:journl:v:xxiii:y:2020:i:special1:p:488-501
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    References listed on IDEAS

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    Cited by:

    1. Zbigniew Drewniak & Rafal Drewniak & Robert Karaszewski, 2020. "The Assessment of the Features of Inter-organisational Relationships: Benefits, Duration, Repeatability and Maturity of the Relationship with the Company's Stakeholders," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 443-461.
    2. Jinan Fattah & Mehmet Yesiltas & Tarik Atan, 2022. "The Impact of Knowledge Sharing and Participative Decision-Making on Employee Turnover Intention: The Mediating Role of Perceived Organizational Support," SAGE Open, , vol. 12(4), pages 21582440221, October.
    3. Rafal Drewniak & Zbigniew Drewniak & Iwona Posadzinska, 2020. "Leadership Styles and Employee Expectations," European Research Studies Journal, European Research Studies Journal, vol. 0(Special 1), pages 398-411.

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    More about this item

    Keywords

    Participative management style; leadership; intra-organisational relations.;
    All these keywords.

    JEL classification:

    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • M12 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Personnel Management; Executives; Executive Compensation
    • M50 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Personnel Economics - - - General

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