The Vroom Yetton Jago Decision Making Model Of Leadership

913 Words Mar 23rd, 2015 4 Pages
Victor Vroom Leader-Participation Model
Name(s): Vroom-Yetton-Jago Decision-making Model of Leadership
Author: Victor Vroom and Philip Yetton, and later, Arthur Jago
Classification: Contingency Theories
Year: Victor Vroom and Philip Yetton in 1973; Arthur Jago added to theory in 1988
Pros
• The Vroom-Yetton-Jago Decision-production Model of Leadership is very adaptable as for the decisions a leader can settle on in effecting decisions. The reach is from profoundly domineering to law based.
• The strategy has a mechanical system to land at a decision making methodology.
• The thought of a method like this can be seen as "target” that the outcomes were not landed at by a non-particular strategy.
Cons
• It is faulty whether this model can be utilized as a part of substantial gatherings.
• The decision strategy may be excessively mechanical and note consider nuances in decision making, for example, changing feelings and, so far as that is concerned change, when all is said in done.
• The inquiries may not be sufficiently exact and sufficiently logical, as in "Is the nature of the decision imperative?" "Critical to whom or what and in what time span" are the issues.
Overview
The Vroom-Yetton-Jago Decision-production Model of Leadership centers upon decision making as how fruitful leadership rises and advances. The parameters forming a decision are quality, responsibility of gathering or association individuals, and time confinements. There are various leadership styles…
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