Participation under conditions of conflict: more on the validity of the Vroom-Yetton model
Article Abstract:
Previous research validating the Vroom-Yetton leadership model has provided support for all the prescriptions of the model except the Conflict Rule. This rule prescribes group decision-making methods when conflict among subordinates is anticipated and acceptance of the decision is critical, on the grounds that a group process provides a more effective vehicle for conflict resolution than other less participative methods. The present experiment tests the Conflict Rule against an alternative hypothesis that predicts conflict intensification and polarization is group settings. Forty groups of five members each considered a decision task chosen for its likelihood of generating task-based conflict. The 2 X 2 design (decision-making process by leader reward structure) created conditions in which a particular decision-making process either conformed to or violated the normative prescriptions of Vroom and Yetton's model. Both attitudinal and behavioural measures of decision acceptance revealed that the interactive group process was significantly more effective than one-to-one consultation in generating support for a leader's solution. A secondary analysis treating the quality of the leader's decision as a covariate revealed no significant variation in the pattern of subordinate acceptance explained by this factor. Overall, the results support Vroom and Yetton's Conflict Rule and suggest that subordinates are far more likely to accept a leader's decision following an interactive group process regardless of either the leader's desire to reach consensus or the technical quality of the decision. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1988
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Organizational decision-making as hierarchical levels of drama
Article Abstract:
In conducting a longitudinal examination of eight long-term complex decision processes in two Fortune 500 heavy manufacturing companies the authors developed a six-level framework of decision complexity. The levels range from: (1) instantaneous decision choices to (2) decision actions (3) decision events (4) mini-decision processes (5) decision processes and (6) decision theatres. They vary in time, numbers of participants, and in the integrative effort required to formulate and implement them. Thus, one problem with the word 'decisions' is that it is used to mean many different things in organizational settings. Each lower level of 'decision' was found to combine with 'decision' of the same level and to be embedded within higher levels, resulting in a nested hierarchy of simultaneously occurring processes. (Reprinted by permission of the publisher.)
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 1992
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The fallacy of misplaced leadership
Article Abstract:
A research on leadership practice, personal qualities and abilities of leaders, and their interpersonal relationships, is presented. The research highlights the flaws relating to leadership factors.
Publication Name: Journal of Management Studies
Subject: Business, general
ISSN: 0022-2380
Year: 2005
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