Leadership And Decision-Making Style Analysis

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Leadership and Decision-Making Styles
Decision making is a key aptitude for leaders in a workplace. Decision making is the essence of management, and each decision has to start by generating potential solutions, evaluating alternatives (risk, consequences, and feasibility), checking the decision then communicating and implementing. According to Vroom, “There are two classes of variables, attributes of the leader himself and attributes for the situation he encounters.” There is no one optimal form of leader behavior for all situations. Leaders and management have to adapt to each problem and come to a decision for the exact situation at hand. The Vroom-Yetton-Jago provides a means to diagnose tasks in determining the most appropriate leader …show more content…
Some members were placed into top management positions and over the time period there was a larger turnover in reserve management. When new management is put into place different aspects on how processes have been managed in the past get evaluated. Once situation evaluated and changed by the new management was our integration process. The decision had to be made by the section supervisors on how we would integrate. Since this was new to the Air Force and the Air Force Reserves there were no answers that were black and white. Everything had to be worked through while still keeping the unit fully operational and combat ready. To make the system work the top supervisor had used was group decision making. Group decision making is when the leader shares the problem with subordinates as a group, and the group members collectively generate and evaluate alternatives. The final solution is chosen by the group consensus (Stanford, …show more content…
With the integration being new to the Air Force and Air Force Reserves the end solution could bring conflict to the team over the decision. Whenever you take two different groups of people and place them together it is not uncommon to have conflict amongst the team. The answer would be yes.
When transferring the answers into the decision tree I was not surprised by recommendation given by this model regarding the decision making style. When the decision was being made during the meeting, I could feel that the leaser was sharing the problems with subordinates as a group. From the background reading and understanding the Vroom-Yetton model I felt the decision would be Group decision making or consulting decision making CII (Stanford, 2007). As a person that has a better understanding of the Vroom-Yetton model, I would recommend it to my supervisor. Once you understand the flow of the decision tree you are able to navigate through the data to receive one of the twelve recommended decisions. Another added bonus to the model is, if the questions are answered correctly it can better assist a supervisor on which style will work for a problem. They will a proven theory to build their ideas off prior to hosting a meeting with a
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