1. The Vroom-Yetton Leadership Model—indentify and explain the five decision-making styles. Explain how three of the situational factors affect the degree of involvement by subordinates. The question will indicate which factors to explain and a general response is expected.
∙ Autocratic I (AI)—a manger solves a problem using the information that is already available
∙ Autocratic II (AII)—a manager obtains additional information from subordinates and then solves the problem
∙ Consultative I (CI)—a manager shares the problem with subordinate on an individual basis and obtain their ideas and suggestions. Again, the manager chooses a solution to the problem at hand
∙ Consultative II (CII)—a manger shares the problem with subordinates as a group. The final decision may or may not reflect subordinate input
∙ Group (G)—a manager meets with subordinates as a group. However, the manager acts as a chairperson who focuses on directs discussions, but does not impose his or her will on the group. True subordinates’ participation, in a democratic sense, is sought.
∙ Situational factors:
o (A)—does the problem posses a quality requirement?
o (B)—Do I have sufficient information to make a high-quality decision?
o (C) –Is the problem structured?
o (D)—Is acceptance of the decision by subordinates important for effective implementation?
o (E)—If I were to make the decision by myself, am I reasonably certain that it would be accepted by my subordinates?
o (F)—Do subordinates share the enterprise goals to be obtained in solving this problem?
o (G)—is conflict among subordinates over preferred solutions likely?
2. From the three leaders cases—identify the dominant style or pattern of styles demonstrated by each leader. Discuss if they are using the most appropriate styles for their specific situation.
∙ Quality Circle Chair (QCC)—transformational leadership—the chairperson of the quality circle, chooses member at random from each department to be a part of the Quality Circle (QC), he doesn’t install any of his own ideas into the chosen members of the group, only when asked he gives his opinion, the group does not have deadlines, and when a presentation is in order, they practice it many times, as well as the whole group is present to give support, you are never alone, you always have the group to help you out.
o For this situation, the leadership style the chairperson poses is fine, because he wants the group to grow and learn from each other. Build on each other’s work without the added pressure of a leader or deadlines.
∙ Airline Field Manager—Path-Goal Theory—the airline field manager is a leader that influences the satisfaction, motivation and performance of her group.
o Directive—she gives specific task to the people below her, to keep the airlines moving, to reduce the number of delays, and also to keep their customers happy.
o Supportive—she is friendly with the people she works with, but not buddies with them, because they are not her friends, they are her subordinates, she always works at the ticket counter, and is friendly with the customers, keeping them coming back to her airline next time they fly.
o Participative—she works on the floor with her subordinates, she knows the tasks and issues they go through every day, and understand the delays that happen on the airlines.
o Achievement-oriented—she sets goals for herself and her other co-workers, to keep the ticket lines and security lines moving to allow for less passenger related delays.
▪ She is using the best leadership style she can, because she has management above her and below her, she has to be stern in some cases as well friendly in others, she wears many hats in the management, so it is good that she is versatile.
∙ Heart Transplant Surgeon—transformational leader—the surgeon is the main person in charge but he still