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Democratic leadership, also known as participative leadership, is a type of leadership style in which members of the group take a more participative role in the decision-making process. Researchers have found that this leadership style is usually one of the most effective and leads to higher productivity, better contributions from group members ...
The situational theory argues the best style of leadership is contingent to the situation. This model suggests the selection of a leadership style of groups decision-making. Leader Styles. The Vroom-Yetton-Jago Normative Decision Model helps to answer above questions.
Victor Vroom, a professor at Yale University and a scholar on leadership and decision-making, developed the normative model of decision-making. [1] Drawing upon literature from the areas of leadership, group decision-making, and procedural fairness, Vroom’s model predicts the effectiveness of decision-making procedures. [2]
AHP is targeted at group decision making, [3] and is used for decision situations, in fields such as government, business, industry, [4] healthcare and education.. Rather than prescribing a "correct" decision, the AHP helps decision makers find the decision that best suits their goal and their understanding of the problem.
This approach supported the idea that a manager could rely on different group decision making approaches depending on the attributes of each situation. This model was later referred to as situational contingency theory. [64] The path-goal theory of leadership was developed by Robert House and was based on the expectancy theory of Victor Vroom. [65]
The significance of strategic leadership “is making decisions about whether and when to act” (Beatty and Quinn, 2010, p. 6). Leadership is about innovators and change agents; seeing the big picture, thinking strategically about how to attain goals, and working (with the help of others) to achieve the goals (Kouzes and Posner, 2009, p. 20).
The consultative system is very closely related to the human-relations theory. Subordinates gain motivation through rewards, occasional punishments, and little involvement in making decisions and setting goals. When compared to the first two systems, employees have more freedom to communicate and make company decisions. [4]
Disagree and commit is a management principle that individuals are allowed to disagree while a decision is being made, but that once a decision has been made, everybody must commit to implementing the decision. Disagree and commit is a method of avoiding the consensus trap, in which the lack of consensus leads to inaction.