1. Deepu Mohan
S3 MBA
PHOENIX

2.  The Vroom–Yetton contingency model is
a situational leadership theory of industrial
and organizational psychology developed
by Victor Vroom, in collaboration with Phillip
Yetton (1973) and later with Jago (1988).

3.  The situational theory argues the best style of
leadership is contingent to the situation.
 This model suggests the selection a
leadership style for group decision making.

4.  This model is a contingency model because
the leader's possible behaviors are contingent
upon the interaction between the questions
and the leader's assessment of the situation
in developing a response to the
questions. This model is important for several
reasons, however, perhaps the most
important reason is based on the notion that
item powers the leader in ways that other
models might not.

5.  Both vroom and yettonbelieve that
their model allowsleaders to have the ability
to vary their styles to fit the situation.

7.  Vroom and yetton defined five different
decision procedures. Two are autocratic(A1
and A2), two are consultative (C1and C2) and
one is group based (G2).

8.  Leader makes own decision using information
that is readily available to him at the time.
This type is completely autocratic.
 AI: you solve the problem or make the
decision yourself, using information available
to you at the time.

9.  Leader collects required information from
followers, then makes decision alone.
Problem or decision may or may not be
informed to followers. Here, followers'
involvement is just providing information.

10.  AII: you obtain the necessary information
from your follower(s), then decide on the
solution to the problem yourself. You may or
may not tell your followers what the problem
is in getting information from them. The role
played by your followers in making the
decision is clearly one of providing the
necessary information to you, rather than
generating or evaluating alternative solutions.

11.  Leader shares problem to relevant followers
individually and seeks their ideas and
suggestions and makes decision alone. Here
followers do not meet each other and the
leader’s decision may or may not reflect his
followers' influence. So, here followers
involvement is at the level of providing
alternatives individually.

12.  CI:-you share the problem with relevant
followers individually, getting their ideas and
suggestions without bringing them together
as a group. Then, you make the decision that
may or may not reflect your followers
influence.

13.  Leader shares problem to relevant followers
as a group and seeks their ideas and
suggestions and makes decision alone. Here
followers meet each other, and through
discussions they understand other
alternatives. But the leader’s decision may or
may not reflect his followers' influence.
So, here followers involvement is at the level
of helping as a group in decision-making.

14.  CII: you share the problem with your
followers as a group, collectively obtaining
their ideas and suggestions. Then, you make
the decision that may or may not reflect your
followers influence.

15.  Leader discuss problem and situation with
followers as a group and seeks their ideas
and suggestions through brainstorming.
Leader accepts any decision and does not try
to force his idea. Decision accepted by the
group is the final one

16.  GII: you share a problem with your followers
as a group. Together you generate and
evaluate alternatives and attempt to reach
agreement (consensus) on a solution.
Your role is much like that of chairperson.
You do not try to influence the group to
adopt your´solution, and you are willing to
accept and implement any solution that has
the support of the entire group.

17.  As any good model must have done to it, the
vroom-yetton contingency
model has been placed through several
rigorous tests to determine the effectiveness
of the model when put into practical action .

18. It is important to remember that given that:
 (1) the vroom-yetton theory is a highly
rational theory.
 (2) the managers in the field studies can be
expected to present themselves as highly
rational, a strong rationality bias based on
social desirability may be expected in the
results.