Engineering Management VROOM-JAGO LEADERSHIP MODEL

MAPUA INSTITUTE OF TECHNOLOGY
School of Chemical Engineering & Chemistry

Vroom-Jago Leadership Model
by Victor H. Vroom & Arthur G. Jago

‡ A leadership and decision-making model that indicates the situations in which various degrees of participative decision making are appropriate.

ASSUMPTIONS ‡ Should be of value to leaders ‡ No single leadership style is applicable in all situations ‡ Main focus should be the problem to be solved and the situation in which the problem occurs ‡ The leadership style should not constrain the styles used in other situations ‡ Several social processes influence the amount of participation by subordinates

Decision Styles for Leadership

‡ AI ‡ AII ‡ CI ‡ CII ‡ GII

AI ‡ You solve the problem yourself or make the decision yourself, using information available to you at that time.

AII ‡ You obtain any necessary information from subordinates, then decide on the solution to the problem yourself. You may or may not tell the subordinates what the problem is in getting the information from them. The role played by your subordinates in making the decision is clearly one of providing specific information that you request, rather than generating or evaluating solutions.

CI ‡ You share the problem with the relevant subordinates individually, getting their ideas and suggestions without bringing them together as a group. Then you make the decision. This decision may or may not reflect your subordinates¶ influence.

CII ‡ You share the problem with your subordinates in a group meeting. In this meeting, you obtain their ideas and suggestions. Then you make the decision, which may or may not reflect your subordinates¶ influence.

GII
‡ You share the problem with your subordinates as a group. Together, you generate and evaluate alternatives and attempt to reach a consensus on a solution. Your role is much like that of chairperson, coordinating the discussion, keeping it focused on the problem, and making sure that the critical issues are discussed. You do not try to influence the group to adopt ³your´ solution, and you are willing to accept and implement any solution that has the support of the entire group.

Situational Variables
QR CR LI ST CP Quality requirement: Commitment requirement: Leader¶s information: Problem structure Commitment probability: How important is the technical quality of this decision? How important is subordinate commitment to the decision? Do you have sufficient information to make a high-quality decision? Is the problem well structured? If you were to make the decision yourself, is it reasonably certain that your subordinate(s) would be committed to the decision? Do subordinates share the organizational goals to be attained in solving this problem? Is conflict among subordinates over preferred solutions likely? Do subordinates have sufficient information to make a high-quality decision?

GC CO SI

Goal congruence: Subordinate conflict: Subordinate information:

Time-Driven Decision Tree
Yes CP GC Yes Yes No Yes LI High CR Low State the QR Problem Low High LI Low CR High CP Yes No ST No Yes Yes No GII No ST Yes CP GC Yes CO No GC No No Yes CP No GC No CO No Yes CII AII CI CII AI No No SI Yes GII Yes No SI Yes No CII AI GI

Sign up to vote on this title
UsefulNot useful