Vroom-Yetton Decision Model - Essay Sample

Introduction

Leadership is a crucial component of a social or industrial setting with the responsibility of decision making within the setting. Decisions made by leaders in a company, organization or the social setting determine greatly the development and management capability of the affiliation. Philip Yetton and Victor Vroom developed the leadership model which is based upon the ability and the situation rendering various decisions made a leader for a certain organization. The two scholars faced similar challenges while indulging in the field of psychology and both scholars provided the explanation of decision in their model. As energy for the cerebrum examination of movement has reached out over the range of the most recent 100 years, diverse specific authority hypotheses have been comfortable with clear up accurately how and why certain individuals end up extraordinary pioneers. Movement theories have been the wellspring of various examinations. Actually likewise as essentially, many have attempted to depict what enables legitimate pioneers to stand detached from the mass. Early expert hypotheses concentrated on what qualities saw pioneers and fans, while coming about theories looked factors, for example, situational parts and bent dimension. The fervour for power reached out amidst the early piece of the twentieth century. Hypotheses are usually coordinated by which edge is recognized to depict the pioneer the most. This model sees five remarkable styles going from imperious to consultative to hide away based choices on the condition and estimation of association. The model incorporates five approaches that can be used by a leader in the making of decisions within a given setting and the level of indulging the followers. The contributions made by the scholars to the explanation of the concept 'leadership' have been documented in the following discussion. In addition, the discussion highlights the various leadership systems and their functions in relation to the decision model by Philip Yetton and Victor Vroom by cross-examining their ideas.

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The leadership decision model is a model of explaining the various approaches that can be made by a leader in relation to the involvement of their followers in decision making. The similarities of their ideas in the creation of the models reflect on their backgrounds in relation to the field of psychology. Victor Vroom found himself in the field of psychology which was not among his interests had he had a preference for music. He spent much of his last days playing various instruments which were a passionate journey of the scholar. He got involved in night club performances were at the time he earned a living ("Victor Vroom biography, quotes, publications and books | ToolsHero", 2019). Despite the music career looking bright for Victor, he ended up taking industrial psychology studies to the PhD level. He has taught various universities and created connections in the field including Philip Yetton who they share a common understanding of the leadership model. Yetton, on the other hand, runs the decision making and leadership workshop at the AGSM as a director. Similar to Victor, he has been to several institutions through which he was able to acquire the knowledge in the psychology studies. The professor has a great interest in the governance, leadership, project management as well as organizational design. His participation in various psychological discussions, as well as his relationships in the field of psychology, has equipped the scholar with the relevant knowledge in relation to the field.

The Vroom-Yetton Decision Model describes five processes that are incorporated in the making of a decision by a leader in relation to the incorporation of the followers (Buckley, P. 2016). In this model, there are three concepts that have been brought forth which are: leadership, followership and decision making. Autocratic (A1) is the first process proposed by Vroom and Yetton where the leader makes use of the information available at the time of rendering a decision. In this process, there is no much involvement of the followers and their contributions to the decision are limited (Vroom, V., Yetton, P., & Jago, A. 2015). In an organization, this process works with the departmental leaders as well as the management of the organization where there is minimal consultancy with the teams or the followers while seeking their contribution to the matter. This process is fully autocratic with full domination by the leadership in decision making for a particular setting. The second process of decision making proposed by the scholars is Autocratic Type 2 where the only role played by the followers is the provision of required information. However, the decision to be made will not involve their contribution and therefore they are not active participants of the decision. This process has partial involvement of the followers but does not directly incorporate them in the decision making. This process has been considered to be semi-autocratic by the two scholars.

Thirdly, there is the Consultative Type 1which is the process of decision making where the leader considers the opinion of the relevant followers I and not as a group but on an individual basis. However, the decision to be made will not necessarily reflect on the follower influence. In addition, this process does not include the group discussions which means that the followers consulted do not meet. This process differs from the above two processes because the consultative processes take in a variety of information relative to the matter of discussion ("Why Do Some People Become Great Leaders?", 2019). Therefore, at this stage, the leader will have a variety of information to choose from despite not involving the followers directly in the making of the decision. Consultative Type 2 is the fourth process of the model which involves a group of followers who meet to discuss the leadership problem. In this model, the leader picks up ideas from the discussions within the group and is part of his evaluation. However, the followers are still not part of the decision to be made which means that their task in the process is the provision of the intended information as well as the availability for discussions regarding the problem at hand. The fifth process of the model is the Group-based Type 2 and one that is most open among the rest of the processes. In this process, the leader engages followers in the group or team discussion and the decision to be made is based upon the results of the discussion. This process unlike the rest of the processes gives bigger space for the follower involvement while making leadership. In addition, the decision that is made by the group is considered to be the final one as there is no leadership interference with the decision ("Professor Phillip William Yetton | UNSW Research", 2019). The leader is supposed to be involved in the decision and ideas presented in the discussion. This means that there is the possibility of the decision to be made will be influenced by the leader's take on the issue.

The focal suspicion of the Vroom-Yetton Decision Model is that no single association style or fundamental organization process fits all conditions ("The Vroom-Yetton Decision ModelDeciding How to Decide", 2019). The Model picks the correct style by having the client answer the development of the demand with either yes or no. This game-plan of the demand is shown as a choice system. The Model, hence, requests real idea before responding to the strategy of the demand. The purpose of the intermingling of the Vroom-Yetton-Jago Decision-creation Model of Leadership is to contemplate how the likelihood of the get-together, pioneer, and condition pick how much the social gathering is to be joined into the basic specialist process. The hypothesis imparts that there can be different styles of action and nobody kind fits all conditions, in this manner making this a Contingency Theory. A pioneer sizes up a condition, evaluates the circumstance opposing the get-together, picks how much help the social gathering will oblige the exertion, and after that influence a style of driving. As vitality for the mind research of association has stretched out over the range of the most recent hundred years, diverse specific action theories have been comfortable with enlightening precisely how and why certain individuals end up phenomenal pioneers. While the model gives a destined key activity method, there are conditions in which there may not be sufficient time to apply the model, for example, in crises or where there are assorted conditions that push time (Kangas, A., et al. 2016). It abandons an essential open entryway a few fundamental contemplations, and its unbending structure deduces that it neglects to consider nuances by thinking about the three unequivocal parts; an unrivalled understanding is limited about the choice to be made.

References

Why Do Some People Become Great Leaders?. (2019). Retrieved from https://www.verywellmind.com/leadership-theories-2795323

Vroom, V., Yetton, P., & Jago, A. (2015). Normative decision process theory. chair in human resources at the State University of New York-Buffalo and was faculty director of the Center for Entrepreneurial Leadership there. Previously he was Research Professor of Management at Georgia State University. He has written over fifty books and over 135 other publications., 207.

Professor Phillip William Yetton | UNSW Research. (2019). Retrieved from https://research.unsw.edu.au/people/professor-phillip-william-yetton

Victor Vroom biography, quotes, publications and books | ToolsHero. (2019). Retrieved from https://www.toolshero.com/toolsheroes/victor-vroom/

Kangas, A., Kurttila, M., Hujala, T., Eyvindson, K., & Kangas, J. (2015). Group Decision-Making and Participatory Planning. In Decision Support for Forest Management (pp. 219-231). Springer, Cham.

The Vroom-Yetton Decision ModelDeciding How to Decide. (2019). Retrieved from https://www.mindtools.com/pages/article/newTED_91.htm

Buckley, P. (2016). Harnessing the wisdom of crowds: Decision spaces for prediction markets. Business Horizons, 59(1), 85-94.