FACULTY OF MANAGEMENT SCIENCES
DEPARTMENT OF HUMAN RESOURCES MANAGEMENT
Subject : Personnel Function 1
Module Code : BHPFX1A
Lecturer : Ms T.V Kumalo
Moderator : Dr C Janse van Rensburg
Year : 2025
Submission Date : 16 April 2025
Submission Mode : Online submission via VUTela Platform
ASSESSMENT 3: (GROUP ASSESSMENT): ESSAY
STUDENT CONTACTS DETAILS
Initials and Surname Student Number Student email address Group
AA SHIKWAMBANA 224898531
[email protected] G1
K MASWANGANYE 224603000
[email protected] G1
SE SHABANGU 224517805
[email protected] G1
TB MATABANE 223057185
[email protected] G1
TW NDLALA 224365193
[email protected] G1
1 0
TABLE OF CONTENT PAGES
Introduction………………………………………………………………. 2
Body:
Participative leadership…………………………………………………… 3
The impact of autocratic leadership style on safety management………… 4
The impact of participative leadership style on safety management………. 5
Comparison between autocratic and participative…………………………. 6
Conclusion………………………………………………………………… 7
References………………………………………………………………… 8-9
1 1
INTRODUCTION
Leadership style in safety management is very important, it can be the cause of
more occupational injuries or reduce work accident. An autocratic leadership style
is not good for the company, since the management does not involve employees in
matter regarding their safety compared to participative where everyone get the
chance to voice their concerns making safety the priority to everyone not the
management only.
1 2
Participative leadership
Participative leadership style involves employees in the decision making process encouraging
collaboration and shared responsibility. (George V 2016) (Quinton 2019)In safety
management management participative leaders foster a safety culture, encourage employee
involvement, training and education to promote a safety conscious work environment.
Empower employees to report hazards , suggest improvements and participate in safety
related decision making and work with employees to develop and implement safety
protocols(William G 2016)
(Wegner 2018)Promoting a sense of ownership and responsibility. involving employees in
decision making helps managers and employers to have insight in the challenges faced by
employees when working, maybe the PPE is not suitable for the job they are doing or the
condition of the environment needs ventilation.
(Roddy.Z 2017)Participative leadership style helps the employer and employees to develop
safety protocols that will be followed by everyone including contractors or newly employed
individuals. decision making process encouraging collaboration and shared responsibility.
(David W.2017) In safety management management participative leaders foster a safety
culture, encourage employee involvement, training and education to promote a safety
conscious work environment.Empower employees to report hazards , suggest improvements
and participate in safety related decision making and work with employees to develop and
implement safety protocols.(Zoew.J)
Promoting a sense of ownership and responsibility. involving employees in decision making
helps helps managers and employers to have insight in the challenges faced by employees
when working, maybe the PPE is not suitable for the job they are doing or the condition of
the environment needs ventilation(Zohar. D 2015)
Participative leadership style helps the employer and employees to develop safety protocols
that will be followed by everyone including contractors or newly employed
individuals(Alfred B.G)
1 3
THE IMPACT OF AUTOCRATIC LEADERSHIP STYLE ON SAFETY
MANAGEMENT
(Merriam-W,D) . Autocratic leadership is a management style where the leader has complete control
and decision-making authority, with little or no input from subordinates. Autocratic leadership style
can have a significant impact on safety managemen tin the organization . Since autocratic leaders
make decisions without consulting others, and this can lead to lack of employee participation and
engagement in safety initiatives ( Hofmann and Morgeson,2015). When autocratic leaders prioritize
productivity over safety , it can create a culture of fear and mistrust among employees (Reason,
2017)
Employees may be reluctant to report safety incident or concerns, leading to lack of transparency
and accountability ( Clarke,2023). Moreover, autocratic leaders may not provide adequate safety
training, leading to a lack of knowledge and skills among employees, this can increase the risk of
accidents and injuries, ultimatly comprising the safety and well-being of employees (Hale and
Hovden, 2018).
One potential benefit of autocratic leadership in safety management is the ability to enforce strict
safety regulations and ensure compliance. Autocratic leaders can quickly implement safety measures
and hold employees accountable for violations.
This centralized approach can be especially useful in high-risk industries where swift decision-making
is necessary to prevent accidents or injuries. In this sense. Autocratic leadership can establish a
strong and clear framework for safety policies. Providing employees with clear expectations(Zohar,
2022)
Nevertheless, the effective of autocratic leadership in these settings is contingent upon the
willingness of employees to follow directives without questioning them. If employee do not buy into
the leadership approach or feel disengaged, compliance may be superficial. Over time, this can lead
to safety com placement or resentment, particularly if workers feel that their concerns about safety
are ignored (Dejoy, 2015)
In overall, autocratic leadership style can have more negative impact on safety management than
positive. Organizations should consider adopting other leadership style, which prioritize employee
participation and engagement in safety initiatives.
1 4
THE IMPACT OF PARTICIPATIVE LEADERSHIP STYLE IN SAFETY MANAGEMENT
In the digital age, companies are actively taking accurate decisions such as using advanced technology to
enhance their competitive advantage in the marketplace (Su et al., 2021). The dramatic changes in the
competitive business environment, it is difficult for organizational leaders to make timely and effective
decisions on their own, which has led to the active presence of employees in organizational decision-making
today (Peng et al., 2021). At the same time, due to the use of modern information technology such as computer
networks and system integration, there is a bottom-up flow of information within the enterprise, and these cross-
level, multi-dimensional “employee opinions” play an increasingly important role in leadership decision-making.
Improving a company’s competitive advantage, sustainable development goal and performance is increasingly
dependent on the active participation of the organization’s employees in decision-making (Chang et al., 2021;
Jia et al., 2021).
Peter Drucker, the Master of Management, also considered that “encouraging employee involvement” is an
important part of effective leadership in his influential study “Management by Objective.” In practice, some
well-known companies have gradually started to call for employee participation behaviours in decision-making
to varying degrees (Jing et al., 2017). It is an important issue that leaders need to focus on in real-time,
especially in organizations with a high-power distance culture, to promote the participation of their subordinates
in organizational decision-making (Huang et al., 2016).
Many scholars agree that organizational leaders are increasingly relying on highly engaged employees to meet
the challenges of a competitive marketplace, so participative leadership, which seeks to promote behaviours that
support employee participation in organizational decision-making, is gaining attention in many organizations
(Huang et al., 2006).
Participative leadership exists in organizations of any size, of any type and at any stage, where openness and
empowerment of employees in the organizational decision-making process are core characteristics that
distinguish it from other leadership styles (Huang et al., 2021). When making strategic decisions, participative
leaders can share decision-making power and fully consult employees to jointly deal with the work problems
(Chan, 2019).
Participative leaders encourage and support employees to participate in the decision-making process to make
effective organisational decisions (Kahai et.,2017). According to literature review, participative leadership is a
democratic leadership that involves subordinates in organizational decision-making and management, with the
aim of effectively enhancing employees’ sense of ownership and actively integrating their personal goals into
organizational goals. Therefore, in the daily leadership process, leaders actively implement “participation
management” for their subordinates, such as conveying meaningful values, actively organizing reporting and
other flexible promotion strategies (Jing et al., 2017)
1 5
Comparison Autocratic vs. Participative Approaches
Effective leadership is crucial for the success of any organization. Two contrasting approaches to leadership are
autocratic and participative leadership. Autocratic leaders make decisions without consulting their team
members, while participative leaders involve their team members in the decision-making process. This will
compare and contrast autocratic and participative approaches, highlighting their advantages and
disadvantages.Autocratic Approach leaders ave complete control over decision-making processes. They do not
consult their team members, and their decisions are final (Yukl, 2015). The advantages of autocratic leadership
include swift decision-making, as leaders do not need to consult others (Bass & Bass, 2016). Additionally,
autocratic leaders can maintain control and order, which is essential in crisis situations (Fiedler, 2016).
However, autocratic leadership has several disadvantages. Team members may feel undervalued and
demotivated, leading to low job satisfaction and high turnover rates (Spector, 2019). Moreover, autocratic
leaders may miss out on valuable input from their team members, which can lead to poor decision-making
(Kotter, 2018). Autocratic leadership offers several advantages, including swift decision-making, clear direction,
and improved productivity. One of the primary benefits of autocratic leadership is the ability to make quick
decisions, which is particularly useful in high-stress situations or crises (Bass & Bass, 2016).
Autocratic leaders can provide clear direction and guidance to their team members, which can lead to improved
productivity and efficiency (Hackman & Oldham, 2021). Additionally, autocratic leadership can be effective in
situations where a strong, centralized authority is needed, such as in military or emergency response situations
(Fiedler, 2016). Participative Approach leaders, on the other hand, involve their team members in the
decision making process. This approach encourages collaboration, creativity, and innovation (Tannenbaum &
Schmidt, 2019). Participative leadership has several advantages, including increased job satisfaction, motivation,
and commitment among team members (Hackman & Oldham, 2021). Additionally, participative leaders can tap
into the collective knowledge and expertise of their team members, leading to better decision-making (Vroom &
Jago, 2022).
However, participative leadership also has some disadvantages. Decision-making can be slower, as leaders need
to consult with their team members (Bass & Bass, 2016). Additionally, participative leaders may struggle to
make decisions in crisis situations, where swift action is required (Fiedler, 2016). Participative approaches to
leadership offer several advantages. One of the primary benefits is increased employee engagement and
motivation, as team members feel valued and involved in the decision-making process (Hackman & Oldham,
2021). Participative approaches can also lead to better decision-making, as leaders can tap into the collective
knowledge and expertise of their team members (Vroom & Jago, 2017).
Autocratic and participative approaches to leadership have their advantages and disadvantages. Autocratic
leadership is effective in crisis situations, but it can lead to low job satisfaction and high urnover rates.
Participative leadership, on the other hand, encourages collaboration and innovation, but it can be slow and
ineffective in crisis situations. Ultimately, effective leaders should adapt their leadership style to the situation,
using a combination of autocratic and participative approaches to achieve their goal
1 6
CONCLUSION
In conclusion,participative leadership style offers a powerful approach to leadership that can drive
collaboration,innovation,and success.By empowering team members and fostering a culture of shared decision
making ,leaders can create a work environment that is engaging , motivating, and productive.”
For leadership theory provides a rich and diverse framework for understanding the complexities of
leadership.Effective leadership requires a combination of skills , traits ,and behaviors,and the most effective
approach often depends on the specific situation and context .By understanding and applying various leadership
theories , leaders can develop the skills and competencies necessary to empower their teams drive success and
achieve their goals.
THEREFORE,
1. Involving team members: Encouraging input and participation from team members in decision-making
processes.
2. Collaborative approach: Fostering a collaborative environment where team members feel valued and
empowered.
3. Shared decision-making: Distributing decision-making authority among team members, rather than relying on
a single leader.
4. Open communication: Encouraging open and transparent communication among team members The benefits
they gain
1. Increased motivation: Team members feel more invested and motivated when their input is valued.
2. Improved decision-making: Participative leadership can lead to more informed and well-rounded decisions.
3. Enhanced creativity: Encouraging diverse perspectives can lead to innovative solutions.
4. Better teamwork: Fostering a collaborative environment can improve teamwork and camaraderie The
challenges that they face is
1. Time-consuming: Participative leadership can be time-consuming, as it requires involving multiple team
members in decision-making processes.
2. Conflicting opinions: Managing diverse opinions and perspectives can be challenging.
3. Decision-making paralysis: Overemphasis on consensus can lead to indecision
1. Clearly define goals and objectives: Ensure team members understand the goals and objectives.
2. Establish clear communication channels: Foster open and transparent communication.
3. Empower team members: Give team members the autonomy to make decisions and take ownership.
4. Provide feedback and recognition: Regularly provide feedback and recognition to team member
1 7
REFERENCES
1.Kelloway,E.K & Barling,J.(2017) Leadership development as an intervention in occupational health
psychology work and stress 24(3),261-275
2. Zohar,D (2016) ,Thirty years of safety climate research: reflection and future directions accident
analysis and prevention 42(2),481-487
3. Hofmann, D. A., & Morgeson, F. P.(2015). The role of leadership in safety. In J. Barling & M. R
Frone (Eds), The psychology of workplace safety (pp.156-184). the American Psychological Association.
Clarke, S. (1999). Perceptions of organizational safety: Implications fot the culture development of safety
culture. Journal of Occupational and Organizational psychology, 72(2), 185-208.
4. Reason, J.( 2017). Managing the risks of organizational accidents. Ashgate.
5. Hale, A. R., & Hovden, J. (2018). Management and culture: The third age of safety. In A. R. Hale &
M. A. Baram(Eds), safety management: The challenge of change (pp. 1-22) Elseiver.
6. Zohar, D. ( 2022). The effects of leaderships dimensions, safety climate, and gender on safety
performance: A review of the research. Journal of safety research, 33(5), 455-467
7. Dejoy, D. M. (2015). Theoretical models of safety behavior and workplace safety. In workplace safety:
A guide for the business community
8. Su, Y., Li, Z., and Yang, C. (2021). Spatial interaction spillover effects between digital financial
technology and urban ecological efficiency in China: an empirical study based on spatial simultaneous
equations. Int. J. Environ. Res. Public Health 18:8535. doi: 10.3390/ijerph18168535
9. Peng, J., Zou, Y. C., Kang, Y. J., and Zhang, X. (2021). Participative leadership and employee job
well-being: perceived co-worker support as a boundary condition. J. Psychol. Sci. 44, 873–880. doi:
10.16719/j.cnki.1671-6981.20210415
10. Huang, X., Iun, J., Liu, A., and Gong, Y. (2016). Does participative leadership enhance work
performance by inducing empowerment or trust? the differential effects on managerial and non-
managerial subordinates. J. Organ. Behav. 31, 122–143. doi: 10.1002/job.636
11. Chan, S. (2019). Participative leadership and job satisfaction: the mediating role of work engagement
and the moderating role of fun experienced at work. Leadersh. Organ. Dev. J. 40, 319–333. doi:
10.1108/LODJ-06-2018-0215
12. Kahai, S. S., Sosik, J. J., and Avolio, B. J. (2017). Effects of leadership style and problem structure on
work group process and outcomes in an electronic meeting system environment. Pers.Psychol. 50, 121–
146. doi: 10.1111/j.1744-6570.1997.tb00903.x
13. Usman M., Ghani U., Cheng J., Farid T., Iqbal S. (2021). Does participative leadership matters in
employees’ outcomes during COVID-19? role of leader behavioural integrity. Front. Psychol.
2021:646442. 10.3389/fpsyg.2021.646442 [DOI] [PMC free article] [PubMed]
14. Sagnak M. (2017). Participative leadership and change-oriented organizational citizenship: the
mediating effect of intrinsic motivation. Egit. Arast. 103 717–722.
10.1016/j.pbb.2012.12.002 [DOI] [PubMed]9
15. Bass, B. M., & Bass, R. (2016). The Bass handbook of leadership: Theory, research, and managerial
applications. Free Press.
16. Fiedler, F. E. (2016). A theory of leadership effectiveness. McGraw-Hill.
1 8
17. Hackman, J. R., & Oldham, G. R. (2021). Work redesign. Addison-Wesley.
18. Kotter, J. P. (2018). What leaders really do. Harvard Business Review, 79(11), 85-96.
19. Spector, P. E. (2019). Higher-order need strength as a moderator of the job scope-employee outcome
relationship. Journal of Occupational Psychology, 58(2), 133-144.
20. Tannenbaum, R., & Schmidt, W. H. (2019). How to choose a leadership pattern. Harvard Business
Review, 51(3), 162-175.
21. Vroom, V. H., & Jago, A. G. (2017). The new leadership: Managing participation in organizations.
Prentice Hall.
22. Yukl, G. (2015). Leadership in organizations. Pearson Education
1 9
