Convenience

Decide
Consult (group)
Facilitate
Decide
Delegate
Delegate
Delegate
Consult (group)
Consult (group)
Facilitate
Decide
Facilitate
H
H
L
L
—
—
—
—
—
—
—
—
—
—
—
Gr
oup
Exper
tise
H
H
L
L
—
—
—
—
—
—
—
Gr
oup
Suppor
t
H
H
H
H
L
L
—
—
—
Lik
elihood of
C
ommitment
H
H
L
L
L
—
—
L
eader
Exper
tise
H
L
L
—
Impor
tanc
e of
C
ommitment
H
L
Decision
Signi
canc
e
H
L
Team
C
ompet
enc
e
L
H
P
R
O
B
L
E
M

S
T
A
T
E
M
E
N
T
F I G U R E 1 1 . 5
Vroom’s Development-Driven Decision Tree
This matrix is to be used when the leader is more interested in developing employees
than in making the decision as quickly as possible. Just as with the time-driven tree
shown in Figure 11.4, the leader assesses up to seven situational factors. These factors,
in turn, funnel the leader to a recommended process for making the decision.
Source: Reprinted from
Organizational Dynamics
, Vol. 28, No. 4, Victor H. Vroom,
“Leadership and the Decision-Making Process,” pp. 82–94. Copyright 2000, with
permission from Elsevier.
342
Part 4:
Leading
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•
Facilitate
. The manager presents the problem to the group at a meeting, defines the
problem and its boundaries, and then facilitates group member discussion as they
make the decision.
•
Delegate
. The manager allows the group to define for itself the exact nature and
parameters of the problem and then to develop a solution.
Vroom’s decision tree approach represents a very focused but quite complex perspective
on leadership. To compensate for this difficulty, Vroom has developed elaborate expert
system software to help managers assess a situation accurately and quickly and then to
make an appropriate decision regarding employee participation.
25
Many firms, including
Halliburton Company, Litton Industries, and Borland International, have provided their
managers with training in how to use the various versions of this model.
Evaluation and Implications
Because Vroom’s current approach is relatively new,
it has not been fully scientifically tested. The original model and its subsequent refine-
ment, however, attracted a great deal of attention and were generally supported by
research.
26
For example, there is some support for the idea that individuals who make
decisions consistent with the predictions of the model are more effective than those
who make decisions inconsistent with it. The model, therefore, appears to be a tool that
managers can apply with some confidence in deciding how much subordinates should