Chapter 7 of a revised volume on school leadership, this chapter advocates the use of participative decision-making (PDM) at the school site level, outlines implementation guidelines, and describes the experiences of some schools with PDM systems. A cornerstone of a reform movement to make organizational operations more democratic and less authoritarian, PDM may be excercised in various ways. It is an essential feature of both team and school-based management, and does not require significant alteration of the school governance power structure. Although the administrator in charge retains authority and responsibility for PDM-based decisions, the process is a high-risk undertaking. However, PDM has numerous advantages over more traditional methods, including better decisions, higher employee satisfaction, and better relations between management and staff. Guidelines for implementing PDM advise administrators to vary their decision-making styles and to proceed gradually toward PDM. Brief descriptions of a teacher leadership team in an Indianapolis (Indiana) high school, the School Improvement Process in Hammond (Indiana), the quality circles program in Oregon City (Oregon), and the Quality of Work Life process in Duluth (Minnesota), illustrate the effectiveness of the PDM technique for motivating others. (MLH)