Fundamentals of Management, 8th ed

Decide

Delegate

Consult (group)

Facilitate

Consult

(individually)

Decide

Delegate

Consult (group)

Facilitate

Consult 

(individually)

Decide

Facilitate

Decide

Facilitate

H

H

H

H

H

L

L

L

L

L

—

—

—

—

—

—

—

—

—

—

—

—

Gr

oup

Exper

tise

H

H

H

H

L

L

L

L

—

—

—

—

—

—

—

—

—

Gr

oup

Suppor

t

H

H

H

H

L

L

—

—

—

—

—

Lik

elihood of

C

ommitment

H

H

H

L

L

—

—

—

L

eader

Exper

tise

H

H

L

L

—

—

Impor

tanc

e of

C

ommitment

H

H

L

L

Decision

Signi

canc

e

H

L

Team

C

ompet

enc

e

L

P

R

O

B

L

E

M

   

S

T

A

T

E

M

E

N

T

L

L

F I G U R E 1 1 . 4

Vroom’s Time-Driven Decision Tree

This matrix is recommended for situations where time is of the highest importance

in making a decision. The matrix operates like a funnel. You start at the left with a

specific decision problem in mind. The column headings denote situational factors

that may or may not be present in that problem. You progress by selecting high or

low (H or L) for each relevant situational factor. Proceed down the funnel, judging

only those situational factors for which a judgment is called, until you reach the

recommended process.

Source: Reprinted from Organizational Dynamics, Vol. 28, No. 4, Victor H. Vroom,

“Leadership and the Decision-Making Process,” pp. 82–94. Copyright 2000, with per-

mission from Elsevier.

Chapter 11: Leadership and Influence Processes

3 4 1

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the decision maker starts at the left side of the diagram and assesses the first problem

attribute (decision significance). The answer determines the path to the second node on

the decision tree, where the next attribute (importance of commitment) is assessed. This

process continues until a terminal node is reached. In this way, the manager identifies an

effective decision-making style for the situation.