Find Out Why You Might Be A "Softy" If You Adopt Participative Leadership

If we were to draw a picture depicting participative leadership we would probably draw one of those cheesy "hands-in on top of each other" like the spokes of a bicycle wheel drawings.

You know the ones I'm talking about. But the fact of the matter is, that's what this style is all about. Working together for the betterment of the team.

Instead of standing on a soap box and shouting commands and making domineering decisions, this type leader involves the entire team in the decision making process.

Then it is up to that leader to determine just how much input and influence the team may have on the final decision.

So is this a soft approach? Are you being a wimpy leader if you consider this type of leadership?

Not really, believe it or not you can actually still command a great deal of control over the decision making and your team. Most leaders who adopt this style reserve the right to make the final decision.

So you can see how this leadership style could be a good one. Additionally your team will have great respect for you because you actually include them and as a result they will be more willing to do as you say.

It was once called Democratic leadership. The latter is still used but participative is considered the more updated and current term.

Think about this for a bit, you are dealing with a project whose topic you are unfamiliar with. Your team/subordinates have more knowledge and expertise. A participative leader would hold a meeting and have the team share ideas and suggestions.

This leadership style is very much about people, communication and creating situations where the whole team benefits.

This leadership style is often considered to be the style that women choose when leading. However many men have also been know to adopt it. It all depends on your personality and the kind of environment that you work in.

It's very effective in a contemporary workplace where teams are more forward thinking about a less hierarchical.

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