Organizational Behavior & Leadership Theories

OrganizationalOrganizational BehaviorBehavior
Leadership in OrganizationLeadership in Organization
Topics CoveredTopics Covered
●● Meaning of LeadershipMeaning of Leadership
●● Managerial GridManagerial Grid
●● Trait ApproachTrait Approach
●● Leader Behavior ApproachLeader Behavior Approach
●● Contingency TheoryContingency Theory
●● Path-Goal TheoryPath-Goal Theory
●● Leader-Member ExchangeLeader-Member Exchange
(LMX) Theory(LMX) Theory
●● Transformational LeadershipTransformational Leadership
TheoryTheory
●● Vroom-Yetton ModelVroom-Yetton Model
SMS Kabir, smskabir@psy.jnu.ac.bd;
smskabir218@gmail.com 1

LEADERSHIPLEADERSHIP
The ability to influence, motivate, andThe ability to influence, motivate, and
enable others to contribute toward theenable others to contribute toward the
effectiveness and success of theeffectiveness and success of the
organizations of which they are members.organizations of which they are members.
Leaders use influence to motivate followers,Leaders use influence to motivate followers,
and arrange the work environment so thatand arrange the work environment so that
they do the job more effectively.they do the job more effectively.
The art or process of influencing people soThe art or process of influencing people so
that they will strive willingly andthat they will strive willingly and
enthusiastically toward the achievement ofenthusiastically toward the achievement of
group goals.group goals.

MANAGERIAL GRIDMANAGERIAL GRID
(1,11,1)
(9,1)(9,1)
(5,5)(5,5)
(9,99,9)
(1,91,9)
Developed by Robert Blake and Jane S. Mouton. General behavioral scientistsDeveloped by Robert Blake and Jane S. Mouton. General behavioral scientists
have separated the two primary concerns in organization:have separated the two primary concerns in organization:
Concern for ProductionConcern for Production
Concern for PeopleConcern for People
99
88
77
66
Concern 5Concern 5
For 4For 4
People 3People 3
22
11
1 2 3 4 5 6 7 8 91 2 3 4 5 6 7 8 9
Concern for ProductionConcern for Production

Managerial grid diagram can be interpreted asManagerial grid diagram can be interpreted as
Coordinate (1,1):Coordinate (1,1): This is calledThis is called
“impoverished management” Here“impoverished management” Here
managers make minimum effort to getmanagers make minimum effort to get
the work done.the work done.
Coordinate (9,1):Coordinate (9,1): It is known asIt is known as
“autocratic task management”. Here“autocratic task management”. Here
managers are concerned only withmanagers are concerned only with
developing an efficient operation whodeveloping an efficient operation who
have little or no concern for people.have little or no concern for people.

Managerial gridManagerial grid
Coordinate (1,9):Coordinate (1,9): It is called “country-clubIt is called “country-club
management” in which managers have littlemanagement” in which managers have little
or no concern for production but areor no concern for production but are
concerned only for people.concerned only for people.
Coordinate (9,9):Coordinate (9,9): It is known as “teamIt is known as “team
management”. Here managers display inmanagement”. Here managers display in
their actions the highest possible dedicationtheir actions the highest possible dedication
both to people and to production.both to people and to production.
Coordinate (5,5):Coordinate (5,5): This is known as “middle ofThis is known as “middle of
the road”. Here managers have mediumthe road”. Here managers have medium
concern for production and for people. Theyconcern for production and for people. They
obtain adequate morale and production.obtain adequate morale and production.SMS Kabir, smskabir@psy.jnu.ac.bd;

APPROACHES TO THE UNDERSTANDING OF LEADERSHIPAPPROACHES TO THE UNDERSTANDING OF LEADERSHIP
•Trait ApproachTrait Approach
Leadership traits suggest that some factors do helpLeadership traits suggest that some factors do help
differentiate leaders from non leaders. The mostdifferentiate leaders from non leaders. The most
important (primary) traits are a high level of personalimportant (primary) traits are a high level of personal
drive, the desire to lead, personal integrity, and self-drive, the desire to lead, personal integrity, and self-
confidence.confidence.
Cognitive (analytical) ability, business knowledge,Cognitive (analytical) ability, business knowledge,
charisma, creativity, flexibility, and personal warmthcharisma, creativity, flexibility, and personal warmth
are also frequently desired but are often seen asare also frequently desired but are often seen as
secondary in their importance.secondary in their importance.
The traits provide the basic potential and the otherThe traits provide the basic potential and the other
(the behaviors, skills, and actions) is the successful(the behaviors, skills, and actions) is the successful
release and expression of those traits.release and expression of those traits.SMS Kabir, smskabir@psy.jnu.ac.bd;

Trait ApproachTrait Approach
The three broad types of skills leaders use are -The three broad types of skills leaders use are -
•Technical SkillTechnical Skill- refers to a person’s knowledge- refers to a person’s knowledge
of and ability in any type of process orof and ability in any type of process or
technique. Examples are the skills learned bytechnique. Examples are the skills learned by
accountants, engineers, word processingaccountants, engineers, word processing
operators, and toolmakers.operators, and toolmakers.
•Human SkillHuman Skill – is the ability to work effectively– is the ability to work effectively
with people and to build teamwork. It involves awith people and to build teamwork. It involves a
wide range of behaviors – energizingwide range of behaviors – energizing
individuals, giving feedback, coaching, care-individuals, giving feedback, coaching, care-
giving, demonstrating empathy and sensitivity,giving, demonstrating empathy and sensitivity,
and showing compassion and support for peopleand showing compassion and support for people
who need it.who need it.

Trait ApproachTrait Approach
•Conceptual SkillConceptual Skill – is the ability to– is the ability to
think in terms of models, frameworks,think in terms of models, frameworks,
and broad relationships, such as long-and broad relationships, such as long-
range plans. It becomes increasinglyrange plans. It becomes increasingly
important in higher managerial jobs.important in higher managerial jobs.
Conceptual skill deals with ideas,Conceptual skill deals with ideas,
whereas human skill concerns peoplewhereas human skill concerns people
and technical skill involves things.and technical skill involves things.

Leader Behavior ApproachLeader Behavior Approach
Leader behavior approach proposing thatLeader behavior approach proposing that
specific behaviors differentiate leaders from nonspecific behaviors differentiate leaders from non
leaders. Leader approach people to motivateleaders. Leader approach people to motivate
them in many ways.them in many ways.
•Positive LeadershipPositive Leadership – emphasizes rewards,– emphasizes rewards,
economic or otherwise – the leader uses positiveeconomic or otherwise – the leader uses positive
leadership. Better employee education, greaterleadership. Better employee education, greater
demands for independence, and other factorsdemands for independence, and other factors
have made satisfactory employee motivationhave made satisfactory employee motivation
more dependent on positive leadership.more dependent on positive leadership.

•Negative LeadershipNegative Leadership – If emphasis is placed on– If emphasis is placed on
threats, fear, harshness, and penalties, the leaderthreats, fear, harshness, and penalties, the leader
is applying negative leadership. This approachis applying negative leadership. This approach
can get acceptable short-term performance incan get acceptable short-term performance in
many situations, but it has high human costs.many situations, but it has high human costs.
Negative leaders act domineering and superiorNegative leaders act domineering and superior
with people. To get work done, they hold overwith people. To get work done, they hold over
their personnel such penalties as loss of job,their personnel such penalties as loss of job,
reprimand in the presence of others, and a fewreprimand in the presence of others, and a few
days off without pay. They are bosses more thandays off without pay. They are bosses more than
leaders.leaders.

Almost any manager uses a mix of positiveAlmost any manager uses a mix of positive
and negative styles somewhere on theand negative styles somewhere on the
continuum every day, but the dominantcontinuum every day, but the dominant
style sets a tone within the group. Thestyle sets a tone within the group. The
autocratic model tends to produce aautocratic model tends to produce a
negative style; the custodial model isnegative style; the custodial model is
somewhat positive; and the supportive,somewhat positive; and the supportive,
collegial, and system models are clearlycollegial, and system models are clearly
positive. Positive leadership generallypositive. Positive leadership generally
results in higher job satisfaction andresults in higher job satisfaction and
performance.performance.SMS Kabir, smskabir@psy.jnu.ac.bd;

A leader often uses all three styles over a periodA leader often uses all three styles over a period
of time, but one style tends to be the dominantof time, but one style tends to be the dominant
one.one.
•Autocratic LeadersAutocratic Leaders – centralize power and– centralize power and
decision making in themselves. The leaders takedecision making in themselves. The leaders take
full authority and assume full responsibility.full authority and assume full responsibility.
Autocratic leadership typically is negative, basedAutocratic leadership typically is negative, based
on threats and punishment. It is often satisfyingon threats and punishment. It is often satisfying
for the leader, permits quick decisions, allowsfor the leader, permits quick decisions, allows
the use of less competent subordinates, andthe use of less competent subordinates, and
provides security and structure for employees.provides security and structure for employees.
Most employee dislike it, especially if it isMost employee dislike it, especially if it is
extreme enough to create fear and frustration.extreme enough to create fear and frustration.

•Consultative LeadersConsultative Leaders – approach one or– approach one or
more employees and ask them for inputsmore employees and ask them for inputs
prior to making a decision. These leadersprior to making a decision. These leaders
may then choose to use or ignore themay then choose to use or ignore the
information and advice received. If theinformation and advice received. If the
inputs are seen as used, employees areinputs are seen as used, employees are
likely to feel as though they had alikely to feel as though they had a
positive impact; if the inputs arepositive impact; if the inputs are
consistently rejected, employees areconsistently rejected, employees are
likely to feel that their time has beenlikely to feel that their time has been
wasted.wasted.

•Participative LeadersParticipative Leaders – clearly decentralized– clearly decentralized
authority. Participative decisions are notauthority. Participative decisions are not
unilateral, as with the autocrat, because they useunilateral, as with the autocrat, because they use
inputs from followers and participation by them.inputs from followers and participation by them.
The leader and group are acting as a social unit.The leader and group are acting as a social unit.
Employees are informed about conditionsEmployees are informed about conditions
affecting their jobs and encouraged to expressaffecting their jobs and encouraged to express
their ideas, make suggestions, and take action.their ideas, make suggestions, and take action.
The general trends is toward wider use ofThe general trends is toward wider use of
participative practices because they areparticipative practices because they are
consistent with the supportive, collegial, andconsistent with the supportive, collegial, and
systems models of organizational behavior.systems models of organizational behavior.

Another two different leadership styles usedAnother two different leadership styles used
with employees arewith employees are considerationconsideration andand structurestructure,,
also known asalso known as employee orientationemployee orientation andand tasktask
orientationorientation..
Considerate leaders are concerned about theConsiderate leaders are concerned about the
human needs of their employees. They try tohuman needs of their employees. They try to
build teamwork, provide psychological support,build teamwork, provide psychological support,
and help employees with their personaland help employees with their personal
problems.problems.
Structured, task-oriented leaders believe thatStructured, task-oriented leaders believe that
they get results by keeping people constantlythey get results by keeping people constantly
busy, ignoring personal issues and emotions, andbusy, ignoring personal issues and emotions, and
urging them to produce.urging them to produce.

CONTINGENCY THEORYCONTINGENCY THEORY
 Effective group performance depends upon the properEffective group performance depends upon the proper
match between the leader's styles of interacting withmatch between the leader's styles of interacting with
subordinates the degree to which the situation gives controlsubordinates the degree to which the situation gives control
and influence to the leader.and influence to the leader.
Identifying Leadership style:Identifying Leadership style: LPC (Least Preferred Co-LPC (Least Preferred Co-
worker) questionnaire is prepared to find out “what theworker) questionnaire is prepared to find out “what the
basic style is”. It contains 16 contrasting adjectives such asbasic style is”. It contains 16 contrasting adjectives such as
pleasant -unpleasant, efficient--inefficient, open-guarded,‑pleasant -unpleasant, efficient--inefficient, open-guarded,‑
supportive hostile etc.‑supportive hostile etc.‑
 High LPC score means primarily interested in goodHigh LPC score means primarily interested in good
personal relations with the co workers and would be‑personal relations with the co workers and would be‑
relationship- oriented.‑relationship- oriented.‑
 In contrast, low LPC score indicates the respondent wouldIn contrast, low LPC score indicates the respondent would
task -oriented.‑task -oriented.‑

Defining the situation:Defining the situation: three contingencythree contingency
dimensions-dimensions-
(a)(a) Leader -member relations:‑Leader -member relations:‑ The degree ofThe degree of
confidence, trust and respect subordinates have inconfidence, trust and respect subordinates have in
their leader.their leader.
(b)(b) Task structure:Task structure: The degree to which the jobThe degree to which the job
assignments are procedurized i.e. structured orassignments are procedurized i.e. structured or
unstructured.unstructured.
(c)(c) Position power:Position power: The degree of influence a leader'The degree of influence a leader'
has over power variables such as hiring, firing,has over power variables such as hiring, firing,
discipline, promotions and salary increases.discipline, promotions and salary increases.
The better the leader -member relations, the more highly‑The better the leader -member relations, the more highly‑
structured the job and the stronger the position power, thestructured the job and the stronger the position power, the
more control or influence the leader has.more control or influence the leader has.
CONTINGENCY THEORYCONTINGENCY THEORY

PATH GOAL THEORY‑PATH GOAL THEORY‑
Its the leader's job to assist followers inIts the leader's job to assist followers in
attaining their goals and to provide the‑attaining their goals and to provide the‑
necessary direction and support to ensure thatnecessary direction and support to ensure that
their goals are compatible with the overalltheir goals are compatible with the overall
objectives of the group or organization.objectives of the group or organization.
The main function of the leader is to clarifyThe main function of the leader is to clarify
and set goals with subordinates, help them findand set goals with subordinates, help them find
the best path for achieving the goals and removethe best path for achieving the goals and remove
obstacles.obstacles.
In this theory, the situational factorsIn this theory, the situational factors
contributing to effective leadership include:contributing to effective leadership include:
•• The characteristics of subordinatesThe characteristics of subordinates
•• The work environmentThe work environmentSMS Kabir, smskabir@psy.jnu.ac.bd;

A leader behavior is categorized into fourA leader behavior is categorized into four
groups:groups:
1.1. Instrumental / Directive leadershipInstrumental / Directive leadership – the leader– the leader
focuses on clear task assignments, standards offocuses on clear task assignments, standards of
successful performance, and work schedules.successful performance, and work schedules.
That is, the leader tells subordinates what theyThat is, the leader tells subordinates what they
should do and how they should do it.should do and how they should do it.
2.2. Supportive leadershipSupportive leadership – the leader– the leader
demonstrates concern for employees’ well-beingdemonstrates concern for employees’ well-being
and needs, while trying to create a pleasant workand needs, while trying to create a pleasant work
environment. That is, the leader shows concernenvironment. That is, the leader shows concern
and support for subordinateand support for subordinateSMS Kabir, smskabir@psy.jnu.ac.bd;

3.3. Achievement oriented leadershipAchievement oriented leadership – the leader sets high– the leader sets high
expectations for employees, communicates confidenceexpectations for employees, communicates confidence
in their ability to achieve challenging goals, andin their ability to achieve challenging goals, and
enthusiastically models the desired behavior. Leaderenthusiastically models the desired behavior. Leader
sets challenging goals for subordinates and emphasizessets challenging goals for subordinates and emphasizes
high levels of job performance.high levels of job performance.
4.4. Participative leadershipParticipative leadership – the leader invites employees– the leader invites employees
to provide input to decisions, and seriously seeks to useto provide input to decisions, and seriously seeks to use
their suggestions as final decisions are made. Leadertheir suggestions as final decisions are made. Leader
allows subordinates to participate in decisions thatallows subordinates to participate in decisions that
affect their work.affect their work.
This theory suggests that the appropriate style depends on the situation.This theory suggests that the appropriate style depends on the situation.
Ambiguous & uncertain situations can be frustrating for subordinates. WhenAmbiguous & uncertain situations can be frustrating for subordinates. When
subordinates are confused, then the leader may tell them what to do and showsubordinates are confused, then the leader may tell them what to do and show
them a clear path to goals.them a clear path to goals.

Environmental Contingencynvironmental Contingency
FactorsFactors
 Task structureTask structure
 Formal authority systemFormal authority system
 Work groupWork group
Personal CharacteristicsPersonal Characteristics
 Locus of controlLocus of control
 ExperienceExperience
 Perceived abilityPerceived ability
OUTCOMES/OUTCOMES/
GOALSGOALS
 PerformancePerformance
 SatisfactionSatisfaction
Leader behaviorLeader behavior
 DirectiveDirective
 Achievement orientedAchievement oriented
 ParticipativeParticipative
 SupportiveSupportive
The exhibit indicates that, Path goal theory proposes two classes of‑The exhibit indicates that, Path goal theory proposes two classes of‑
situational factors that moderate the leadership behavior. The key to thesituational factors that moderate the leadership behavior. The key to the
theory is that the leader influences the paths between behavior & goals.theory is that the leader influences the paths between behavior & goals.

Leader identifiesLeader identifies
employee needs.employee needs.
Appropriate goalsAppropriate goals
are established.are established.
Leader connectsLeader connects
rewards with goals.rewards with goals.
Employees become satisfied andEmployees become satisfied and
motivated, and they accept themotivated, and they accept the
leader.leader.
Leader provides assistance onLeader provides assistance on
employee path toward goals.employee path toward goals.
Effective performanceEffective performance
occurs.occurs.
Both employees andBoth employees and
organization are betterorganization are better
able to reach their goals.able to reach their goals.
Figure: The Path-Goal Leadership ProcessFigure: The Path-Goal Leadership Process

LEADER-MEMBER EXCHANGE (LMX) THEORYLEADER-MEMBER EXCHANGE (LMX) THEORY
Because of time pressures, leaders establish aBecause of time pressures, leaders establish a
special relationship with a small group of theirspecial relationship with a small group of their
followers.followers.
These individuals make up theThese individuals make up the in-groupin-group – they– they
are trusted, get a disproportionate amount of theare trusted, get a disproportionate amount of the
leader’s attention, and more likely to receiveleader’s attention, and more likely to receive
special privileges.special privileges.
Other followers fall into theOther followers fall into the out-groupout-group. They. They
get less of the leader’s time, get fewer of theget less of the leader’s time, get fewer of the
preferred rewards that the leader controls, havepreferred rewards that the leader controls, have
leader-follower relations based on formalleader-follower relations based on formal
authority interactions.authority interactions.SMS Kabir, smskabir@psy.jnu.ac.bd;

The LMX model also distinguishes two leadershipThe LMX model also distinguishes two leadership
styles: supervision, in which leadership is based onstyles: supervision, in which leadership is based on
formal authority, and leadership, in which influence isformal authority, and leadership, in which influence is
exerted through persuasion.exerted through persuasion.
With out-groupWith out-group subordinates, leaders use supervisionsubordinates, leaders use supervision
and assign tasks requiring low levels of ability andand assign tasks requiring low levels of ability and
responsibility. There is little personal relationshipresponsibility. There is little personal relationship
between leaders and out-gorup members.between leaders and out-gorup members.
With in-groupWith in-group subordinates, leaders practicesubordinates, leaders practice
leadership rather than supervision and assign membersleadership rather than supervision and assign members
important and responsible tasks that require high levelsimportant and responsible tasks that require high levels
of ability. Leaders and in-group subordinates provideof ability. Leaders and in-group subordinates provide
support and understanding.support and understanding.

On-the-job research has generallyOn-the-job research has generally
supported the LMX model for various levelssupported the LMX model for various levels
of management and has shown that theof management and has shown that the
quality of the leader-subordinatequality of the leader-subordinate
relationship can be improved throughrelationship can be improved through
training, resulting in the display of moretraining, resulting in the display of more
leadership than supervision.leadership than supervision.
Significant improvements in jobSignificant improvements in job
satisfaction and productivity and decreasessatisfaction and productivity and decreases
in errors have been found amongin errors have been found among
subordinates as a result of training tosubordinates as a result of training to
improve the quality of the LMX.improve the quality of the LMX.

TRANSFORMATIONAL LEADERSHIP THEORYTRANSFORMATIONAL LEADERSHIP THEORY
Leaders are not constrained by their followers’Leaders are not constrained by their followers’
perceptions but are free to act to change orperceptions but are free to act to change or
transform their followers’ views.transform their followers’ views.
Transformational leaders have more latitudeTransformational leaders have more latitude
in their behavior. They are not limited by theirin their behavior. They are not limited by their
followers’ perceptions. Rather than believingfollowers’ perceptions. Rather than believing
that they must act in accordance with what theirthat they must act in accordance with what their
followers expect of themfollowers expect of them
Transformational leaders work to change orTransformational leaders work to change or
transform their followers’ needs and redirecttransform their followers’ needs and redirect
their thinking.their thinking.

Transformational leaders challengeTransformational leaders challenge
and inspire subordinates with a senseand inspire subordinates with a sense
of purpose and excitement about whatof purpose and excitement about what
can be accomplished.can be accomplished.
These leaders create a vision of whatThese leaders create a vision of what
the corporate culture can be andthe corporate culture can be and
communicate it to their employees,communicate it to their employees,
stimulating them to develop theirstimulating them to develop their
abilities while accepting feedback andabilities while accepting feedback and
suggestions.suggestions.

Three components of transformational leadership have beenThree components of transformational leadership have been
identified (Bycio, Hackett, & Allen, 1995):identified (Bycio, Hackett, & Allen, 1995):
1.1.Charismatic LeadershipCharismatic Leadership- the level of confidence- the level of confidence
and inspiration engendered by the leaderand inspiration engendered by the leader
2.2.Individualized ConsiderationIndividualized Consideration- the amount of- the amount of
attention and support the leader supplies to theattention and support the leader supplies to the
followersfollowers
3.3.Intellectual StimulationIntellectual Stimulation- the extent to which- the extent to which
leaders persuade followers to think differentlyleaders persuade followers to think differently
about how they perform their jobsabout how they perform their jobs
Studies of business executives, high-ranking military officers, andStudies of business executives, high-ranking military officers, and
high-level administrators in government and universities havehigh-level administrators in government and universities have
found that those described by their subordinates asfound that those described by their subordinates as
transformational leaders were more effective on the job.transformational leaders were more effective on the job.

VROOM- YETTON MODELVROOM- YETTON MODEL
A useful decision-making model for selecting amongA useful decision-making model for selecting among
various degrees of leadership style (autocratic tovarious degrees of leadership style (autocratic to
participative) was developed by V. H. Vroom and P. Wparticipative) was developed by V. H. Vroom and P. W
Yetton (1973).Yetton (1973).
They recognized that problem-solving situationsThey recognized that problem-solving situations
differ, so they developed a structured approach fordiffer, so they developed a structured approach for
managers to examine the nature of those differencesmanagers to examine the nature of those differences
and to respond appropriately.and to respond appropriately.
Guiding Questions in the Vroom-Yetton DecisionGuiding Questions in the Vroom-Yetton Decision
Making Model.Making Model.
 1. How important is technical quality with regard to1. How important is technical quality with regard to
the decision being made?the decision being made?
 2. How important is subordinate commitment to the2. How important is subordinate commitment to the
decision (employee acceptance)?decision (employee acceptance)?SMS Kabir, smskabir@psy.jnu.ac.bd;

 3. Do you already have sufficient3. Do you already have sufficient
information to make a high-quality decision?information to make a high-quality decision?
 4. Is the problem well structured?4. Is the problem well structured?
 5. If you made the decision, would the5. If you made the decision, would the
subordinates be likely to accept it?subordinates be likely to accept it?
 6. Do subordinates share the goals to be6. Do subordinates share the goals to be
attained in solving the problem?attained in solving the problem?
 7. Is there likely to be conflict among7. Is there likely to be conflict among
subordinates over alternative solutions?subordinates over alternative solutions?
 8. Do subordinates have sufficient8. Do subordinates have sufficient
information to allow them to reach a high-information to allow them to reach a high-
quality solution?quality solution?SMS Kabir, smskabir@psy.jnu.ac.bd;

 Problem AttributesProblem Attributes:: managers assess a currentmanagers assess a current
decision situation along five-point scales according to itsdecision situation along five-point scales according to its
problem attributes – especially the perceivedproblem attributes – especially the perceived
importance of technical quality and employeeimportance of technical quality and employee
acceptance.acceptance.
•Decision-quality dimensions include costDecision-quality dimensions include cost
considerations and the availability of information andconsiderations and the availability of information and
whether or not the problem is structured.whether or not the problem is structured.
•Employee-acceptance dimensions include the need forEmployee-acceptance dimensions include the need for
their commitment, their prior approval, the congruencetheir commitment, their prior approval, the congruence
of their goals with the organization’s, and the likelihoodof their goals with the organization’s, and the likelihood
of conflict among the employees.of conflict among the employees.
•By carefully following this analysis in a structuredBy carefully following this analysis in a structured
decision-tree format, managers can identify and classifydecision-tree format, managers can identify and classify
several unique kinds of problems.several unique kinds of problems.

 Leadership OptionsLeadership Options:: After the type of problem beingAfter the type of problem being
faced is determined, guidelines are then offered to helpfaced is determined, guidelines are then offered to help
managers select one of five approaches to use.managers select one of five approaches to use.
•Autocratic IAutocratic I – leader individually solves the problem– leader individually solves the problem
using the information already available.using the information already available.
•Autocratic IIAutocratic II – leader obtains data from subordinates– leader obtains data from subordinates
and then decides.and then decides.
•Consultative IConsultative I – leader explains problem to individual– leader explains problem to individual
subordinates and obtains ideas from each before decides.subordinates and obtains ideas from each before decides.
•Consultative IIConsultative II – leader meets with group of subordinates– leader meets with group of subordinates
to share the problem and obtain inputs, and then decides.to share the problem and obtain inputs, and then decides.
•Group IIGroup II – leader shares problem with group and– leader shares problem with group and
facilitates a discussion of alternatives and a reaching offacilitates a discussion of alternatives and a reaching of
group agreement on a solution.group agreement on a solution.

The usefulness of Vroom-Yetton’s model rests on several keyThe usefulness of Vroom-Yetton’s model rests on several key
assumptions.assumptions.
FirstFirst, it assumes that managers can accurately classify, it assumes that managers can accurately classify
problems according to the criteria offered.problems according to the criteria offered.
SecondSecond, it assumes that managers are able and willing, it assumes that managers are able and willing
to adapt their leadership style to fit the contingencyto adapt their leadership style to fit the contingency
conditions they face for each major decision.conditions they face for each major decision.
ThirdThird, it assumes that managers are willing to use a, it assumes that managers are willing to use a
rather complex model.rather complex model.
FinallyFinally, it assumes that employees will accept the, it assumes that employees will accept the
legitimacy of different styles being used for differentlegitimacy of different styles being used for different
problems, as well as the validity of the leader’sproblems, as well as the validity of the leader’s
classification of the situation at hand.classification of the situation at hand.
If all these assumptions are valid, the model holds considerableIf all these assumptions are valid, the model holds considerable
promise for helping managers choose the appropriate leadership style.promise for helping managers choose the appropriate leadership style.

Organizational Behavior & Leadership Theories

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