This paper explores leadership practices that influence employees' perceptions that their managers involve them in participative decision making (PDM). Surveys measuring employee perceptions of manager behaviors were administered to 442 full-time and part-time students in MBA and organizational development (OD) master's and PhD programs at five four-year public institutions in diverse locations (Mountain West, Midwest, and South) from the USA, resulting in 409 usable responses. Results indicated managers who encouraged employees' growth and development, promoted teamwork and collaboration, and effectively implemented change positively influenced employees' perceptions that managers involved them in decision making. In addition, front-line employees perceived they were not included in the decision making process. The majority of previous research on PDM focused on outcomes of PDM. This study expands on preceding research by examining the antecedents of PDM, specifically leader or manager behaviors that encourage PDM.