Vroom’s Decision Tree Approach to Leadership

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Vroom’s Decision Tree Approach to Leadership

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Vroom’s Decision Tree Approach to Leadership:

Vroom’s Decision Tree Approach to Leadership Dr. G C Mohanta, BE, MSc(Engg), MBA, PhD(Mgt) Professor Al-Qurmoshi Institute of Business Management Hyderabad

Vroom’s Decision Tree Approach to Leadership:

Vroom’s Decision Tree Approach to Leadership Basic Premise This approach attempts to prescribe how much participation to be allowed to subordinates in making decisions. A key component of the model is determining how much to involve subordinates in making decisions. The model requires that managers use one of the two different decision trees: Time-driven model (tree) – intended for use in making an effective decision as quickly as possible Development-driven model (tree) – used for developing the decision-making skills of others

Vroom’s Decision Tree (continued):

Vroom’s Decision Tree (continued) Situational Factors After choosing a tree, the leader assesses the situation in terms of several factors. This assessment involves determining whether the given factor is “high” or “low.” Factors include: Decision significance The importance and likelihood of commitment by followers The leader and group’s expertise Group support Team competence

Vroom’s Decision Tree (continued):

Vroom’s Decision Tree (continued) Decision Styles of Leadership & Subordinate Participation: The five decision styles of leadership are : Decide Delegate Consult (individually) Consult (group) Facilitate Vroom’s decision tree approach represents a very focused but quite complex perspective on leadership.

Vroom’s Time-Driven Decision Tree:

Vroom’s Time-Driven Decision Tree Reference: Vroom’s Time-Driven Decision Tree from A Model of Leadership Style, by Victor H. Vroom. Copyright 1998. Reprinted by permission of Victor H. Vroom.

Vroom’s Development-Driven Decision Tree:

Vroom’s Development-Driven Decision Tree Reference: Victor H. Vroom’s Development-Driven Model from A Model of Leadership Style, copyright 1998.

Evaluation and Implications of Vroom’s Model:

Evaluation and Implications of Vroom’s Model Since Vroom’s approach is relatively new, it has not been fully scientifically tested. There is some support for the idea that individuals who make decisions consistent with the model’s predictions are more effective than those who make decisions inconsistent with it. The model appears to be a tool mangers can apply with some confidence in deciding how much subordinates should participate in the decision-making process.

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