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GROUP MEMBERS:
MAHNOOR ASHFAQ
SADIA SAEED
AYESHA YOUNUS
ZAKIYA YOUNUS

SUBMITTED TO:
MS. YASMEEN

PROJECT:
LEADERSHIP PARTICIPATION MODEL

SUBJECT:
ORGANIZATIONAL BEHAVIOUR

DATE OF SUBMISSION:
12 JAN 2017

CLASS:
BBA (5TH semester)

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Leadership Participation Model:


The Vroom-Yetton-Jago model is a contingency approach to group decision
making that is designed specifically to help leaders select the best approach
to making decisions. The model identifies different ways a decision can be
made by considering the degree of follower participation. It proposes a
method for leaders to select the right approach to making a decision in a
given set of circumstances.

Understanding the model:


It was originally developed by Victor Vroom and Philip Yetton in their 1973
book, "Leadership and Decision Making."
No single decision-making process fits every scenario. Instead Vroom-Yetton
offers a number of different processes and directs you toward the best one
for your situation. For example, if speed and decisiveness are required then it
will likely point you toward an autocratic process. If collaboration Add to My
Personal Learning Plan is what's needed, then it will nudge you toward a
more democratic process.
Researchers have found that managers are more effective, and their teams
more productive and satisfied, when they follow the model. The simplicity of
Vroom-Yetton also means that anyone from the boardroom to the factory
floor can use it.
Although a little long-winded at times, it can be particularly helpful in new or
unusual situations. Practice using it, and you'll quickly get a feel for the right
approach to take, whether you're making a decision about a day-to-day issue
or dealing with a more complex problem.

FACTORS:
Before you start using the model, you'll need to consider these three factors:
Decision quality:

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Sometimes, making the "right" decision is critical, and you'll need to use a
large number of resources (people, time, information, and so on) to ensure
that the action you take has been well thought through and is of high quality.
Team commitment:

Some of your decisions will have a major impact on your team, while others
will go unnoticed. When a decision will likely impact your team, it's best to
use a collaborative process. This will improve the quality of the decision, and
you'll likely deliver a successful result faster.

Time constraints:

When the issue at hand isn't time sensitive, you have more "space" to
research your options and to include others, which will help to boost the
quality of your decision. If your time is limited, however, it may not be
feasible to include others or to undertake thorough research.

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Decision Types:
The Vroom-Yetton-Jago model defines five different decision approaches that
a leader can use. In order of participation from least to most, these are:
AI Autocratic Type 1:
Decisions are made completely by the leader. Leaders make the decision
on their own with whatever information is available.
AII Autocratic Type 2:
The decision is still made by the leader alone, but the leader collects
information from the followers. Followers play no other role in the
decision-making process.
CI Consultative Type 1:
The leader seeks input from select followers individually based on their
relevant knowledge. Followers do not meet each other, and the leader's
decision may or may not reflect followers' influence.
CII Consultative Type 2:
Similar to CI, except the leader shares the problem with relevant followers
as a group and seeks their ideas and suggestions. The followers are
involved in the decision, but the leader still makes the decision.
GII Group-based Type 2:
The entire group works through the problem with the leader. A decision is
made by the followers in collaboration with the leader. In a GII decision,
leaders are not at liberty to make a decision on their own.
The Vroom-Yetton-Jago model also provides guidance for leaders trying to
determine which approach to decision making to use (AI through GII). The
model uses a decision-tree technique to diagnose aspects of the situation
methodically. This technique involves answering a series of yes or no
questions and following the yes path to the recommended type of decisionmaking approach.

Decision tree:

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This is an example of a decision tree. One decision (go on vacation) leads to


further decisions (whether to go to Europe, visit family, or go camping), all of
which lead to another tier of decisions. The Vroom-Yetton-Jago model utilizes
decision trees to determine the best leadership style for a given situation.
Is there a quality requirement? Is the nature of the solution critical? Are there
technical or rational grounds for selecting among possible solutions?
Do I have sufficient information to make a high-quality decision?
Is the problem structured? Are the alternative courses of action and methods
for their evaluation known?
Is acceptance of the decision by subordinates critical to its implementation?
If I were to make the decision by myself, is it reasonably certain that it would
be accepted by my subordinates?
Do my subordinates share the organizational goals to be met by solving this
problem?
Is conflict among subordinates likely in obtaining the preferred solution?
By answering the questions honestly, the decision tree provides the leader
with the preferred decision style for the given situation.

References:
https://www.mindtools.com/pages/article/newTED_91.htm
https://prezi.com/kuu2ctllwyav/leader-participation-model/

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https://www.boundless.com/management/textbooks/boundlessmanagement-textbook/leadership-9/contingency-approach71/leadership-and-decision-making-the-vroom-yetton-jago-model-3541411/

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