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