How unilateral decision making impacts employee engagement

Understanding unilateral decision making in the workplace

What does unilateral decision making look like at work?

Unilateral decision making happens when a single person, often a leader or manager, makes decisions for the team without seeking input from others. This making style is sometimes compared to a parenting approach where the parent decides what’s best for the child, believing they know what’s in the child’s best interests. In the workplace, this can mean leaders or decision makers act with a mindset of control, assuming they alone have the answers or the authority to decide for the group.

While some situations require quick, top-down decisions, relying too much on unilateral decisions can create risks for team dynamics. Team members may feel excluded from the process, especially if their expertise or perspectives are overlooked. Over time, this style can affect trust and mutual respect within the group, as partners feel less like team partners and more like passive recipients of instructions.

Why do some leaders choose unilateral decision making?

There are several reasons leaders might default to this approach:

• Desire for control: Some leaders believe maintaining power control ensures efficiency or reduces conflict.
• Lack of emotional intelligence: Leaders who struggle to read group dynamics or value open communication may not realize how their decisions affect others.
• Time pressure: When deadlines loom, involving the whole team in making decisions can seem too slow.
• Organizational culture: In some workplaces, the leadership style is historically top-down, making unilateral decisions the norm.

However, research shows that this approach can undermine engagement and lead to strategic initiatives failing in organizations. For a deeper understanding of why these initiatives often don’t succeed, you can read about the main reason strategic initiatives fail in organizations.

How does unilateral decision making compare to joint decision making?

Joint decision making involves group members or team partners in the process, encouraging open communication and mutual respect. This style recognizes that the best decisions often come from diverse perspectives. When employees are included, they feel valued, and the relationship between leaders and the team strengthens. In contrast, a unilateral approach can leave employees feeling disengaged and less likely to support the decisions made.

Understanding the impact of unilateral decision making is key to building a healthy, engaged workplace. The next sections will explore how these decisions affect team morale, how to spot disengagement, and what leaders can do to create a more inclusive environment.

The effects of unilateral decisions on team morale

How unilateral decisions shape team dynamics

Unilateral decision making in the workplace can have a profound impact on team morale and engagement. When a single decision maker consistently makes decisions without input from team members, it often leads to a sense of power control that can erode trust and mutual respect within the group. Team members may start to feel excluded from decisions that affect their daily work and professional growth. This exclusion can create a mindset where individuals see themselves as outsiders rather than valued partners in the organization. Over time, this dynamic can weaken the relationship between leaders and their teams, making it harder to foster open communication and collaboration.

Risks to trust and motivation

The risks of a unilateral making style go beyond just hurt feelings. When employees don’t have a voice in making decisions, they may question whether their leaders have their best interests at heart. This can lead to disengagement, as team members become less motivated to contribute ideas or take initiative. The lack of joint decision making can also stifle creativity and innovation, since diverse perspectives are not considered. Some common effects of unilateral decisions on team morale include:

• Lowered trust in leadership and the decision-making process
• Reduced sense of ownership and accountability among group members
• Increased turnover as employees seek environments with more mutual respect
• Decreased emotional intelligence within the team, as communication breaks down

This style of leadership can feel similar to a parent-child relationship, where one party holds all the control and the other is expected to simply follow. In the context of parenting, this might work for a time, but in a professional setting, adults want to be treated as partners, not children. When leaders act as the sole decision maker, it undermines the sense of partnership that is essential for high-performing teams. For organizations aiming to build strong engagement, it’s important to recognize how decisions affect team partners and to shift towards a more inclusive approach. For more insights on how leadership development can influence employee engagement, you can explore this resource on leadership development and employee engagement.

Recognizing the signs of disengagement

Spotting disengagement in your team

When leaders rely on a unilateral decision making style, the risks to team engagement become visible in several ways. Recognizing these signs early is crucial for maintaining trust and mutual respect within the group. Disengagement often starts subtly, but can quickly impact the relationship between team members and leadership.

• Withdrawal from discussions: Team members may stop contributing ideas or feedback, feeling their input does not influence decisions. This can make partners feel excluded from the decision making process.
• Drop in motivation: When decisions affect the team without their involvement, enthusiasm for projects and daily tasks can decline. People may question whether their best interests are being considered.
• Increase in passive behavior: Employees might agree with the decision maker without genuine buy-in, simply to avoid conflict or because they believe their opinions won’t matter.
• Reduced collaboration: A unilateral approach can shift the group mindset from partnership to compliance, undermining the sense of being team partners working toward shared goals.
• Communication breakdown: Trust erodes when leaders control the flow of information, leading to less open communication and more misunderstandings within the group.

These symptoms are not just about workplace dynamics—they echo patterns seen in parenting styles, where a parent’s control can leave a child feeling powerless and disconnected. In the workplace, the same dynamic can cause employees to disengage, especially when they perceive a lack of emotional intelligence or joint decision making.

Addressing these issues requires leaders to reflect on their own making style and consider how unilateral decisions may be undermining the group’s sense of belonging. For organizations looking to transform employee engagement and foster a culture of mutual respect, exploring inclusive development programmes can be a valuable step. These initiatives help leaders and teams move away from power control and toward more collaborative, trust-based decision making.

Why employees value participation in decision making

Why Participation Matters for Teams

When team members are involved in making decisions, it signals that their perspectives matter. This is not just about having a say; it’s about building mutual respect and trust within the group. When leaders use a unilateral decision making style, it can create a power control dynamic that leaves team partners feeling excluded. Over time, this can damage the relationship between leaders and their teams, much like a parent who never listens to a child’s input in parenting plans. Participation in decision making helps team members feel valued. It shows that leaders trust their judgment and are interested in their insights. This approach also encourages a mindset of shared responsibility, where everyone feels accountable for the outcomes. When decisions affect the whole group, joint decision making is often in the best interests of the team.

• Trust and emotional intelligence: Involving others in making decisions demonstrates emotional intelligence and builds trust, which is essential for strong team relationships.
• Reducing risks: When only one decision maker is in control, there’s a risk of missing important perspectives. Group input helps identify potential risks and solutions.
• Improved communication: Open communication during decision making ensures everyone understands the reasons behind choices, reducing misunderstandings and resistance.
• Mutual respect: When partners feel heard, they are more likely to support the final decision, even if they don’t fully agree with it.

Unilateral decisions can make team members feel excluded, leading to disengagement and a lack of motivation. In contrast, a collaborative approach fosters a sense of belonging and encourages everyone to contribute their best ideas. This is true in both professional teams and in other group settings, such as parenting or community groups, where the style of making decisions can shape the overall group dynamic. Ultimately, employees value participation because it gives them a sense of ownership and control over their work environment. Leaders who recognize this are more likely to build engaged, resilient teams that thrive on mutual respect and open communication.

Strategies to reduce unilateral decision making

Encouraging Shared Decision Making

Reducing unilateral decision making starts with a shift in mindset. Leaders who move away from a top-down, control-focused style can foster more trust and mutual respect within their teams. When team members feel like partners in the decision process, they are more likely to stay engaged and motivated. This approach is similar to moving from a strict parenting style to a more collaborative parenting plan, where the child’s voice is considered for the best interests of the group.

Practical Steps for Leaders

• Invite Input Early: Before making decisions that affect the team, ask for feedback and ideas from group members. This helps everyone feel included and valued.
• Clarify the Decision-Making Process: Be transparent about which decisions are open for joint input and which require leadership control. This reduces confusion and builds trust.
• Balance Risks and Benefits: Leaders should weigh the risks of making unilateral decisions against the benefits of involving the team. Sometimes, quick decisions are needed, but overuse can make partners feel excluded.
• Develop Emotional Intelligence: Leaders with strong emotional intelligence can better sense when team members feel left out or disengaged. This awareness helps adjust the approach to making decisions.
• Encourage Open Communication: Create regular opportunities for team members to share their thoughts on how decisions affect their work and relationships. This supports a culture of mutual respect.

Building Lasting Change

Shifting away from a unilateral decision making style is not a one-time fix. It requires ongoing effort and a commitment to making team members true partners. Leaders who prioritize open communication and shared decision making will agree that the long-term benefits—higher engagement, better relationships, and improved performance—are worth the investment. This approach also helps reduce the risks of disengagement and builds a stronger foundation of trust within the group.

Building a culture of open communication

Encouraging Two-Way Communication

Open communication is the foundation of a healthy team environment. When leaders move away from a unilateral decision making style, they show team members that their voices matter. This shift helps build trust and mutual respect, which are crucial for strong relationships within the group. Teams that communicate openly are more likely to share ideas, express concerns, and work together toward decisions that reflect the best interests of everyone involved.

Creating Safe Spaces for Feedback

Team members need to feel safe sharing their thoughts without fear of negative consequences. Leaders can foster this by actively inviting feedback and listening without judgment. When employees see that their input is valued, they are less likely to feel excluded or controlled. This approach also helps leaders identify risks early and adjust their decision making style to better support the group.

Promoting Joint Decision Making

Encouraging joint decision making helps reduce the negative effects of unilateral decisions. Leaders can involve team partners in discussions, ask for opinions, and consider different perspectives before making decisions. This collaborative approach not only increases engagement but also leads to better outcomes, as diverse viewpoints are considered. It also mirrors effective parenting plans, where both parents work together in the best interests of the child, rather than one parent holding all the power control.

Developing Emotional Intelligence in Leadership

Leaders with high emotional intelligence are better equipped to recognize when their decision making style may be too unilateral. They can sense when team members feel excluded or disengaged and adjust their approach accordingly. Emotional intelligence also helps leaders manage their own need for control, allowing them to build stronger relationships and trust within the team.

Setting Clear Expectations and Boundaries

Clear communication about how decisions are made helps group members understand their roles and the process. Leaders should explain when a decision will be made jointly and when it may require a more directive approach. This transparency reduces confusion and helps partners feel respected, even if they don’t always agree with the outcome.

• Encourage regular team check-ins to discuss ongoing projects and concerns
• Use anonymous surveys to gather honest feedback about the decision making process
• Provide training on effective communication and emotional intelligence
• Celebrate examples of successful joint decision making within the team

Building a culture of open communication is not a one-time effort. It requires ongoing commitment from leaders and team members alike. By prioritizing transparency, mutual respect, and collaboration, organizations can reduce the risks associated with unilateral decisions and create an environment where everyone feels valued and engaged.