Fundamentals of Management, 8th ed

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

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ommitment

H

L

Decision

Signi

canc

e

H

L

Team

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ompet

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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.