SIES COLLEGE OF COMMERCE & ECONOMICS

FY BMS-A
Leader Participation Model
Victor vroom & Philip Yetton developed a leader participation model that related
leadership behavior and participation in decision making. Vroom and Yetton model was
normative-it provided a sequential set of rules that should be followed in determining the
form and the amount of participation in decision making, as determined by different types
of situations. he model was a decision tree that incorporated seven contingencies whose
relevance could be identified by making !yes" or !no" choices. #ecently vroom &
$rthur %ago has resulted in a revision of this model. he new model retains the same file
alternative leadership styles-from the leader making the decision completely by himself
or herself to sharing the problems with the group and developing a consensus decision-
but adds a set of problems types and e&pand the contingency variables. hese variables
are '( )mportance of the decision *( )mportance of obtaining follower commitment to the
decision +( ,hether the leader has sufficient information to make a good decision -(
.ow well structured the problem is /( ,hether an autocratic decision would receive
follower commitment. 0( ,hether followers !buy into" the organi1ations goal. 2(
,hether there is likely to be conflict among followers over solution alternatives. 3(
,hether followers have the necessary information to make a good decision. 4( ime
constraints of on the leader that may limit follower involvement. '5( ,hether costs to
bring geographically dispersed members together is 6ustified. ''( )mportance to the
leader of minimi1ing the time it takes to make the decision. '*( )mportance of using
participation as a tool for developing follower decision skills.

7eadership
7eadership is a process where 7eader8Person who influences individuals and groups in
an9rgani1ation, helps them establish goals, guides them toward achievement of those
goals,and allows them to be effective as a result.7eaders fill many roles
simultaneously. 7eaders not only influence others to achievedesired goals,
they interact with and motivate subordinates, and deal with conflict andany
other issues that may arise.
.ow 7eaders Provide a Vision:
o b e e f f e c t i v e , l e a d e r s mu s t p r o v i d e a v i s i o n t h a t i s a
g e n e r a l s t a t e me n t o f t h e organi1ation;s intended direction that evokes positive
emotional feelings in organi1ationmembers.
<ecoming a 7eader:
a.
=tart to think 7ike a 7eader:
hinking like a leader requires applying the three-step model: identify what is
happening>account for it> and decide on the necessary leadership actions. $nd remember
that leadingrequires knowledge of matters other than leadership theories ?e.g.,
1
SIES COLLEGE OF COMMERCE & ECONOMICS
FY BMS-A
culture, motivation, groups, conflict, and change( to influence followers to move
toward goals. b.
@evelop Your %udgment:
7eader s can i mpr ove t hei r 6 udgment or deci s i on- maki ng abi l i t y by
i ncr eas i ng t he i r knowledge, debasing their 6udgment, being creative, using intuition,
not overstressing thefinality of decisions, and making sure the timing of a decision is
right.c.
@evelop Your 9ther 7eadership raits:
7eaders can use good 6udgment, e&hibit self-confidence, and improve their knowledge
of the business to improve their effectiveness.d.
=tart to <uild Your Power <ase:
7eaders can strengthen the foundation of their leadership by making sure followers share
their vision, adapting their leadership style and actions to situation,
substituting other management skills to help them lead by choosing the right
followers, and organi1ing thetask properly to reduce the need for leadership.e.
.elp 9thers =hare Your Vision:
Ans ur i ng t hat your s ubor di nat es know and unde r s t and you r vi s i on,
mi s s i on, andob6ectives can help the leader influence the subordinates to work
enthusiastically towardachieving an ob6ective.

f.
$dapt Your =tyle and $ctions to the =ituation:
Bo one leadership style is appropriate for every situation.g.
Cse Your 9ther Danagement =kills to 7ead:
7eaderships should choose the right followers and organi1e the task properly.
E.7eadership Participation Dodel
$ leadership contingency model that related leadership behavior and
participation indecision making.his model gave five leadership styles which were
dependent on the contingency factors.7eadership =tyles:
'- @ecide:
7eader makes the decision alone and either announces or sells it to the group.
*- Eonsult )ndividually:
7eader presents the problem to group members individually, gets their
suggestions andthen makes the decision.
+- Eonsult Froup:
7eader presents the problem to group members in a meeting, gets their
suggestions andthen makes a decision.

-- Gacilitate:
7eader presents the problem to the group in a meeting and, acting as a facilitator,
definesthe problem and the boundaries within which a decision should be made.
/- @elegate:
7eader permits the group to make the decision within prescribed limits.