Limits to the Use of Consultative-Participative Management

by William Fox



This paper discusses the limits to the application of a consultative-participative approach in management. D. McGregor points out the need for preparation of subordinates and gradual change on the part of autocrats who would suddenly become participative. R. R. Blake and J. S. Mouton indicate that many people still lack the competence to deal independently with technically complex work situations and therefore require high degrees of planning, directing and controlling of their efforts by others. R. Likert lists no specific constraints but he observed that the orientation of some 17 percent of employees is toward dependent rather than participative behavior and that more authoritarian workers respond less favorably to participative leadership.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

Learn more
Follow Us