2.2. Motivation, commitment and collective responsibility
How a workplace leader communicates expectations and responsibilities can revolve around an individual's style of decision making. Vroom and Yetton (1973) and later Vroom and Jago (1989) identified different methods of leadership directly related to the leader's preferential basis for making decisions. The following table examines the seven methods of decision making and identifies how leaders may either use these styles in given situations, or indeed, have a preference for a particular style. The following table is based on the work of Vroom, Yetton and Jago to confirm how certain methods of decision making may be evidenced by leaders.
Table 2 Leadership styles and methods of group decision making
Vroom and Yetton Methods of Group Decision Making |
Evidenced in Styles where the leader: |
AI Autocratic or directive style of problem solving |
Rationally defines the problem, completes the diagnostic process relating to the problem, generates solutions, evaluates solutions and choose best alternative solution (satisfies - best solution in their judgement) |
AII Autocratic with group information input |
Rationally defines the problem, completes the diagnostic process relating to the problem, and generates solutions. At this point or earlier they involve the group in evaluating the proposed solution and/ or evaluation of alternatives. The choice of solutions and data collection by the group to evaluate options is usually limited. |
AIII Autocratic with group's review and feedback |
Rationally defines the problem, completes the diagnostic process relating to the problem, generates solutions, evaluates solutions and choose best alternative solution. The solution is then presented to the group for review of issues relating to implementation and overall understanding and feedback. |
CI Individual Consultative Style |
Defines the problem and completes the diagnostic process relating to the problem. Investigation of problem causes and potential solutions is completed with input from select individuals. Feedback on solutions and evaluation of options usually involves expert group prior to choice of optimum solution. Choice of 'best' solution remains with the leader. |
CII Group Consultative Style |
Defines the problem and completes the diagnostic process relating to the problem. Investigation of problem causes and potential solutions is completed with input from the affected group. Feedback on solutions and evaluation of options usually involves experts identified by the group prior to choice of optimum solution. Choice of 'best' solution remains with the leader |
GI Group Decision Style |
Defines the problem and completes the diagnostic process relating to the problem. A group is then identified and involved in completing a proceeds to diagnose the causes of the problem. Following diagnosis, the group generates and evaluates solutions. Guided by the leader the group then chooses the solution. |
GII Participative Style |
The leader engages the group to complete the whole decision making process. The group defines the problem and performs all other functions as a group. The leader removes themselves from directing the process but remains to facilitate the process. |
GIII Leaderless Team |
The leader removes themselves from the decision making process completely. The group is constructed without a leader. If no substitute for task leadership , or process leadership is present, a process leader often emerges. This person may change from problem to problem. The group generates its own problem definition, performs its own diagnosis, generated alternatives, and chooses among alternatives |
To examine how different leaders lead, examine the sub topic on approaches to leadership.
Some of the more common aspects of style include:
- Leadership communication
- decision making
- problem solving
- learning style
- Risk management
- Conflict
- Structure of team
- Motivation
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