Reflective and decisive supervision: The role of participative leadership and team climate in joint decision‐making

Abstract

Supervisory bodies can intervene in organizational practices that may harm society, but their effectiveness to do so depends on their ability to make decisions reflectively and decisively. Are these tendencies incompatible with each other or can they go together? Can empowering leadership (i.e. participative, coaching, informing behaviors) stimulate reflectiveness and decisiveness? A 10-item Joint Decision-Making Questionnaire was developed and tested among supervisory officers (N = 87) and supervisory board members (N = 158). Reflectiveness and decisiveness were positively correlated, indicating that these tendencies can be reconciled in joint decision-making (Study 1). An examination of 44 supervisory teams further revealed that participative leadership relates to more reflectiveness and decisiveness, via cooperative trust and goal commitment (Study 2). Moreover, teams that experienced this team climate prior to COVID-19 reported that they acted more reflectively and decisively during this crisis (Study 3). Hence, participative leaders can foster reflectiveness and decisiveness, by promoting cooperative trust and goal commitment.

A power-sharing perspective on employees’ participatory influence over organizational interventions: conceptual explorations

“…Thus, over time, with increased experience, clarification of roles, and commitment to a shared mission, more time-consuming forms of power sharing can be performed more rapidly and produce higher quality decisions. However, this demands investments in time ( Coffeng et al, 2021 ).…”

“…Similarly, team climate (i.e., norms, attitudes, and expectations that are perceived by team members; Schneider, 1990 ), is often mentioned in conjunction with decision-making processes as a strongly contributing factor for decision effectivity and quality ( Coffeng et al, 2021 ). For example, teams who actively participate in decision-making develop trustful relationships and commitments to the team goals (e.g., Costa et al, 2001 ).…”

“…; Tvedt and Saksvik, 2012 ), and Capacity (i.e., what are the prerequisites? ; Coffeng et al, 2021 ). Thereby, starting to fill the gap on what organizations should consider when involving employees in the design and implementation of organizational interventions.…”

Nexus Between Green Human Resource Management and Environmental Practices: An Empirical Study Using Structural Equation Modelling

“…In other words, participative leaders assist staff in acquiring and remembering the knowledge they require to perform their jobs more successfully within the organization (Makambe & Joy Motlatsi Moeng, 2020). Participative leaders work to spread valuable information and raise cognizance of what may be advantageous to both employees and the organization to help followers develop and perform better (Coffeng et al, 2023a). A participative leader takes action to educate employees about the concepts of sustainable performance and environmentally responsible behaviors if the organization's guiding principles are grounded on a particular category of performance (Hong et al, 2022).…”

In search of mediators of leadership behavior to Team Creativity in Team Start-ups

“…A leader with extrinsic motivation will provide guidance and fair treatment to team members and respect their input for the team's sake. Recent research by Coffeng et al ( 2021 ) mentions that Empowering leadership influences the Team Climate for joint decision-making.…”