The Leadership Participation Model

John PisapiaAdministrative Processes

ACTIVITY #1

How would you deal with this situation? You’re a principal of a public high school. The area superintendent asked you to provide a report on the status of the school with recommendations for a more comprehensive curriculum. Test scores have been low and there is some doubt surrounding the effectiveness of the current curriculum.

You plan to write a report, but at the moment you are perplexed about the approach to take. Your specialty is in management and it is clear you lack the specialized knowledge of curriculum that would greatly enhance the value of your report. Fortunately, four of your department heads are specialist in curriculum writing, and together posses a vast knowledge. Although they are all dedicated employees, they seldom agree on the best way to achieve anything when it comes to planning and curriculum strategy. While staff meetings can be argumentative, especially among these four department heads, they do eventually arrive at decisions on problems.

You have 6 weeks until the report is due. You’ve already begun familiarizing yourself with the intricacies of curriculum writing and have been provided by the superintendent with a specific set of constraints.

Why?Matching leader decision style to the situation results in more

effective decisions. Therefore, the goal is to maximize the frequency of successful decisions by understanding the outcome desired and then determining the best style to use.

What outcome is desired?Decision quality - The decision is well reasoned, analytically sound and

consistent with organizational goals. A) Team synergy B) Contribution of knowledge and expertise C) Support of objectives

Decision Implementation: People support what they help to build. A) Participant “Buy-In” B) Motivation C) Effective implementation

Cost of Decision Making: Use of decision making process consumes resources. A) Elapsed time B) Cost of consensus

Development: Developmental benefits of increased human capital. A) Subordinates practice problem solving B) Collaborative team C) Greater voice to identify with organization

. V. Vroom, P. Yetton & A. Jago

www.TheStrategicLeader.org

Theory – The Model: What? How should you involve members in the decision making process.?

Use Unilateral Decision Making when Use Participatory Processes when:

The matter is routine The matter is unique

Subordinates have marginal interest in solving problem

The matter relevant to subordinates work, or scope of authority

Subordinates have insufficient information or expertise

You do not have sufficient information or expertise

Subordinates do not share the aims of the organization

Subordinates share the aims of the organization

Time Requirements are short Acceptance is critical to implementation

Subordinates will gain valuable skills in making important decisions

There is a need to reduce conflict

Key Concepts -

The best decision style is contingent to the situation

(Vroom, 2000)

How?How?

Key concepts:

Factors that influence decision making1. The leader information rule. If the quality of the decision is important and the leader does

not possess enough information or expertise to solve the problem by himself/herself, then the “Decide” style is not appropriate.

2. The goal congruence rule. If the quality of the decision is important and subordinates are not likely to pursue the organizational goals in their efforts to solve the problem, then the “Facilitate” or “Delegate” styles are not appropriate.

3. The acceptance rule. If the acceptance of the decision by subordinates is critical to effective implementation and if it is not certain that an autocratic decision will be accepted, the “Decide” style is not appropriate.

4. The conflict rule. If the acceptance of the decision is critical, an autocratic decision is not certain to be accepted, and disagreement among subordinates in methods of attaining the organizational goal is likely, the methods used in solving the problem should enable those in disagreement to resolve their differences with full knowledge of the problem. Under these conditions, the “Decide” and “Consult Individually” styles are not appropriate.

5. The fairness rule. If the quality of the decision is unimportant but acceptance of the decision is critical and not certain to result from an autocratic decision, it is important that the decision process used generate the needed acceptance. Subordinates should negotiate over the fair and equitable method of resolving any differences. Under these circumstances, the “Decide” and “Consult” styles are not appropriate.

6. The acceptance priority rule. If acceptance is critical and not certain to result from an autocratic decision, and if subordinates are motivated to pursue the organizational goals represented in the problem, then methods that provide equal partnership in the decision-making process can provide greater acceptance without risking decision quality. Avoid “Decide” and “Consult” styles.

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How?How?

Leadership-Participation ModelTime-Driven Model

ACTIVITY #2

How would you deal with this situation? You’re a principal of a public high school. The area superintendent asked you to provide a report on the status of the school with recommendations for a more comprehensive curriculum. Test scores have been low and there is some doubt surrounding the effectiveness of the current curriculum.

You plan to write a report, but at the moment you are perplexed about the approach to take. Your specialty is in management and it is clear you lack the specialized knowledge of curriculum that would greatly enhance the value of your report. Fortunately, four of your department heads are specialist in curriculum writing, and together posses a vast knowledge. Although they are all dedicated employees, they seldom agree on the best way to achieve anything when it comes to planning and curriculum strategy. While staff meetings can be argumentative, especially among these four department heads, they do eventually arrive at decisions on problems.

You have 6 weeks until the report is due. You’ve already begun familiarizing yourself with the intricacies of curriculum writing and have been provided by the superintendent with a specific set of constraints.

Take-Aways Managers whose leadership behavior

approximates the LPM are more likely to make effective decisions

In six studies, when managers used the leadership style indicated by the model, 62 % of their decisions were effective; when they did not, only 37% of their decisions were successful (OKRT, 2007).

In other words, all things being equal..the model is accurate

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How?How?

References• Brown, W. & Finstuen, K. “The Use of Participation in Decision Making: A

Consideration of the Vroom-Yetton and Vroom-Jago Normative Models,” Journal of Behavioral Decision Making, v6 (1993): 207-219.

• Field, R., Read, P., & Louviere, J. “The Effect of Situation Attributes on Decision Method Choice in the Vroom-Jago Model of Participation in Decision Making,” Leadership Quarterly, 1(3), (1990): 165-176.

• Osland, J., Kolb, D., Rubin, I., & Turner, M. Organizational Behavior: An Experiential Approach: Pearson/Prentice Hall, New Jersey, 8th Edition, (2007).

• Vroom, V. “Educating Managers for Decision Making and Leadership,” Management Decision, 41(10), (2003): 968-978.

• Vroom, V. “ Leadership and the Decision-Making Process,” Organizational Dynamics, v28(4), (2000): 82-94.

• Vroom, V., & Jago, A. “The Role of the Situation in Leadership,” American Psychologist, v62(1), (2007): 17-24.

• Vroom, V.,& Jago, A. “Situation Effects and Levels of Analysis in the Study of Leader Participation,” Leadership Quarterly, 6(2), (1995): 169-181.

• Victor Vroom~ Yale School of Management, reference http://www.decisionmakingforleaders.com

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Leadership-Participation Model