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The Entrepreneurial Leader`s Impact

LITERATURE REVIEW According to House and Mitchell (1974), the participative leader possesses consultative behaviors, such as imploring subordinates for ideas prior to making an ultimate decision, although, they retain final decision authority. The participative leader shares duties with subordinates by encompassing them in the preparation, decision-making, and implementation phases (Negron, 2008). Employees who are motivated become selfdirected and produce an inspired team, thereby bestowing a greater consistent team and ownership amongst members (Hersey, & Blanchard, 2010). The participative style is suitable when subordinates show a nonexistence of judgment or when processes have not been followed (Negron, 2008). This style is most effective when subordinates are highly trained and involved in their work (Moorhead & Griffin, 2012). Participative style of leadership has a high degree of consultation between the leader and his or her followers. This is mainly seen when followers are involved in decision making by their leaders (Quick & Nelson, 2013). This involvement is crucial for achieving high employee performance which leads to a high employee commitment as followers feel appreciated and valued