Participative management: definition and implementation

Increasingly in vogue within companies of all sizes, the main characteristic of participative management is to place people first and to involve all employees in the life of the company, on an equal footing.

Definition, implementation and benefits: focus on participative management, a booming leadership style.

 

What is participative management? Definition

Participative management (or collaborative management) is one of the 4 management styles identified by the American psychologist Rensis Likert, along with persuasive, delegative and directive management.

It is a form of management born in North America and very popular among start-ups. However, this managerial style is now being adopted by more and more companies, of all sizes and in all sectors.

It is a horizontal (or transversal) management method, which is in line with the times and is opposed to directive and authoritarian management, which is too often harmful to collective performance and well-being at work.

Here are the main principles of a participative management style:

• involve its employees in all aspects of the company’s life, and in particular in strategic decision-making;
• adopt a posture of equal terms with the employee, without hierarchical superiority or excessive authority;
• mobilize, encourage and motivate teams (the manager plays a coaching role);
• establish a close and trusting relationship with its teams;
• Put employee well-being first
• instil values of mutual aid, team spirit, empowerment and personal development;
• promote collective intelligence, benevolence and a sense of innovation;
• delegate and promote autonomy and initiative;
• encourage dialogue and mutual listening;
• promote the development of the skills of its employees;
• …

 

Why set up participative management?

Implementing participative management within your company has many advantages, both for employees and for the organization.

Here are the main advantages of implementing participative management:

• Improving the company’s capacity for innovation;
• Strengthen the competitiveness of society;
• Improving the quality of life at work;
• Responding to CSR issues ;
• Boost the operational efficiency of the teams and the performance of the company;
• To give meaning to work, to strengthen the sense of belonging and commitment;
• Reduce absenteeism, conflicts and turnover;
• Reduce the risk of conflict and tension;
• Create a serene work environment, conducive to productivity;
• De-silo communication, streamline exchanges and speed up processes;
• Improve the company’s reputation and enhance the employer brand.

However, while there are many benefits to implementing such management, it can also be tricky in some cases. Indeed, participative management must be rigorously supervised to be effective. A lack of a clear structure on the part of the manager can lead to a shaky organization, unclear guidelines and a lack of operational efficiency among the teams.

 

How to set up participative management?

Implementing participative management requires first of all to possess a certain number of human qualities and very specific managerial skills : active listening, empathy, excellent stress management, sense of leadership, natural authority, relational and emotional intelligence, etc. As a manager, it is also essential to set an example to inspire your employees on a daily basis.

To set up participative management Within your company, it will be very beneficial to first carry out an inventory to analyze the managerial situation and the organizational model of the company in relation to the objective (obstacles, necessary changes, possible obstacles, etc.). It will also be necessary to clarify the objective and the related issues (well-being, performance improvement, enhancement of the brand image, etc.) and to put in place a clear action plan with KPIs (performance indicators) to analyze the progress of this project. managerial change management.

In order to adopt participative management, it may also be necessary to question the company’s culture, to put people back at the heart of the organization and to activate a profound managerial transformation.

To do this, it may be interesting, for example, to draft a charter for managers to define good practices and behaviors of a “good participative manager “.

In addition, the company can choose to implement collaborative methods and tools that promote group reflection and teamwork (brainstorming, corporate social networks, stand-up meetings, suggestion boxes, etc.). The manager will also be able to organize informal events, outside the work environment to strengthen team spirit, create a bond of proximity and trust and break any sense of hierarchy among employees (team building activities, training, seminars, coaching, etc.).