Learn what participative leadership is and how to practice it

Everyone’s a leader. 

Whether you’re a CEO, entrepreneur, or valuable team member, you have the potential to inspire others.

But not all decision-making models honor the leader in everyone. In traditional “ladder” models with C-level employees and managers at the top, it’s often these high-ranking employees who make choices for an organization. 

There’s room for more inclusive leadership structures where everyone has a say. And the benefits are impactful: employees weigh in on decisions that directly affect them, offer unique insights on company issues, and invest in outcomes. 

Is moving to a more democratic leadership style right for your organization? Here’s how this concept works and when it thrives.

What’s participative leadership?

Participative leadership is an inclusive, democratic model where all employees participate in the decision-making process, regardless of their organizational rank. 

When implemented correctly, this participative leadership style increases employee investment in results and organizational goals. Employee investment spikes because everyone feels accountable for the outcomes of the group decision. All participants are at least partially responsible for positive and negative results, as well as organizational changes that impact their workplace enjoyment.

That said, participatory leadership models don’t completely stray from traditional hierarchical structures. In many models, managers and team heads guide the decision-making process, taking input from their colleagues, and even making the final decision. The difference is that everyone’s feedback and opinions are encouraged and considered when choosing.

Participative leadership examples

There are several types of participative management styles. Each features a group decision-making process, but the manner in which people vote and who has the final say shifts in each model.

Here are a few common inclusive styles of leadership: 

• Consensus participative leadership: In the consensus decision-making model, the group head acts as a facilitator for the process but doesn’t have a more significant influence than their peers. Moderating can be challenging, as the group must reach a consensus, which implies negotiation and compromise. 

• Collective participative leadership: In the collective participative decision-making model, everyone — including the group leader — is equally responsible for results. If there’s no consensus, teams practicing collective leadership try to reach a majority vote. 

• Democratic participative leadership: Democratic participative leadership is a joint decision-making model in which everyone votes, but the leader makes the final decision and is held responsible for it. 

• Autocratic participative leadership: In this decision-making process, the participative leader has more power than the group members. Team members still give input, but the leader can veto a decision.

Benefits of participative leadership

Participative leadership models bring team members closer to their company’s vision and purpose. But what is it about these decision-making styles that drives that investment? 

Here are a few ways that participative leadership can foster a closer company-employee relationship: 

• Boosts engagement and empowerment: It’s natural for people to care deeply about the decisions that affect them. When employees offer input and take responsibility for results, they feel more engaged in the decision-making process. If a company is taking the four-day work week to a vote, for instance, team members who believe this model would benefit them will likely push for this change and ensure that implementing it goes well. 
• Promotes valuable conversations: Not all teams have a reason to collaborate or communicate frequently — including remote ones. Deciding on company issues as a group not only ties employees more closely to the organization’s interests and outcomes but also unites teams. And learning to negotiate and weigh options as a group can improve communication for other conversations, like those regarding project planning or conflict resolution. 
• Improves awareness: When employees are present and active in decision-making processes, they know about upcoming changes and projects. As a result, they better understand their role in future work. If a participative team meeting results in the decision to market to a new audience, for example, members know their work will revolve around this goal. 

Pitfalls of participative leadership worth considering

Participative models support effective teamwork and accountability, but teams don’t have to make every decision together. Sometimes, the participative model gets in the way. The following potential setbacks demonstrate how:

• It can be time-consuming: Several participative leadership models require a majority vote or consensus, which often takes time to reach. And if the team making the decision must communicate results to others in the organization, it adds additional time to the process. 

• It puts more responsibility on employees: Group members may feel undue pressure to make company decisions, whether or not they wish to be part of the process. And they may feel overwhelmed with their responsibility over the results of those decisions. 

  Moreover, some employees could try to please their superiors in the voting process by taking a side they think their manager will favor. Organizations that wish to prevent these situations should institute anonymous voting and encourage a culture of inclusion and acceptance. 

• It can lead to poor decision-making: Not all team members know enough about every company issue to make good decisions — and this isn’t their fault. A developer may feel uncomfortable making calls about marketing work and vice versa. 

  Poor group decisions can lead to incorrect planning and less-than-quality deliverables, so it’s wise to call the right voices to the table. Ensure that those the work affects are present and that you don’t invite employees who’d be out of their depths in the decision-making process. 

5 best practices for implementing participative leadership

Making the participative leadership theory a reality for your team is all about establishing balance. Use this management style in situations where insights from a larger group lead to better, more enriched decisions. And avoid democratic decision-making when leaders are subject matter experts or your team can’t meet the following best practices. 

1. Share information 

People can only make informed decisions when they have enough relevant information to vote confidently. Before a meeting, provide sufficient background and data so all come to the table empowered to negotiate and debate. You might send a presentation before a meeting and hold a question-and-answer session before debating the issue. 

2. Encourage constant conversation 

Your team shouldn’t only talk when they meet to make decisions. Set the group up with an asynchronous messaging app so they can form bonds before coming to a meeting and encourage in-person gatherings. Doing so can break the ice and help team members be their most forthcoming, confident selves in a huddle. 

3. Foster psychological safety

If you’re a leader at your organization, create a psychologically safe environment where everyone feels encouraged and welcome to speak up when they spot an issue or improvement area. Building this security empowers your team to feel confident and comfortable making decisions, presenting ideas, and offering feedback, even about tricky subjects like things they believe the company is handling incorrectly. 

4. Frame accountability as a good thing 

Taking accountability is a behavior worth rewarding. Encourage team members to admit to and learn from mistakes or change course on a decision they previously made. Knowing they’re in a safe space lessens the burden of making the “wrong” choice in a participative leadership voting session. 

Remind teammates that taking accountability isn’t akin to assuming blame. It means accepting responsibility for a decision's outcomes and communicating successes (or failures).

5. Participate 

Participative leadership requires participation. Encourage this collaborative model by showcasing buy-in from every level — including the leadership team. Everyone should participate in implementing this new working method and maintaining it as hiccups inevitably arise. 

Implementing participative leadership in a remote environment 

Participative leadership, while able to foster better connections between peers, can be challenging for remote teams. Connection is already strained for people that work far apart. And the loss of traditional managerial structures can create chaos — one more destabilizing factor for dispersed virtual teams. 

Remote managers that wish to implement participative leadership must have an above-average dedication to fostering close communication. Team members should feel comfortable talking to their bosses so when it comes time to discuss significant decisions, they don't feel like they’re presenting ideas to a stranger. Leaders who wish to forge these healthy connections should get in the habit of checking in with employees to build trust. 

Leaders should also set their teams up with communication tools and processes that drive remote connections. Hold video conferences, implement social messaging software, and encourage virtual social gatherings. Help your team establish empathetic bonds and reduce shyness, so that everyone is comfortable talking through a decision. 

Add participative leadership to your decision-making toolbox

Organizations that appreciate diverse mindsets earn an opportunity to grow. And implementing a participative decision-making process is an excellent way to encourage that growth. 

But participative decision-making isn’t the most effective leadership model for every situation. Sometimes, leaders must make a critical decision quickly, and there isn’t time to gather the group. Other times, the information managers have is too extensive to successfully explain to the team.

Instead of being the rule, participative leadership is an excellent addition to an organization’s toolbox. Use this asset wisely, and you’ll encourage employee engagement, inclusivity, and job satisfaction.