submitted by:- submitted to:- Prem Paritosh Col.V.K.Malhotra Sanchita

VROOM-YETTON CONTINGENCY MODEL OF LEADERSHIP

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 arthur jago (1988).

What is Vroom -yetton ,jago model?

"I DO NOT SEE ANY FORM OF LEADERSHIP AS OPTIMAL FOR ALL SITUATIONS. THE CONTRIBUTION OF A LEADER'S ACTIONS TO THE EFFECTIVENESS OF HIS ORGANIZATION CANNOT BE DETERMINED WITHOUT CONSIDERING THE NATURE OF THE SITUATION IN WHICH THAT BEHAVIOR IS DISPLAYED.“ _VICTOR VROOM

introduction to vroom-yetton contingency model

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 it empowers the leader in ways that other models might not. Both vroom and yetton believe that their model allows leaders to have the ability to vary their styles to fit the situation.

What is contingency model

Vroom and yetton defined five different decision procedures. Two are autocratic (A1 and A2), two are consultative (C1 and C2) and one is group based (G2).

Factors of model:-

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

Autocratic model

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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.

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.

Consultative model

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.

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.

Group based model

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. It is important to remember that given that: (1) the vroom-yetton theory is a highly rational theory, and (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.

Effectiveness of Vroom-Yetton Contingency Model

The vroom-yetton contingency model allows leaders to follow a very direct and clear pattern of questioning and leadership decision making to determine how best to work with subordinates and address a problem. This contingency model shows that leadership and the actions needed to be a leader are never constant and that a certain aspect of fluidity must be applied to leadership at all times. The vroom-yetton contingency model was updated in 1988 when vroom and jago took the fundamental practices of vroom-yetton and clarified and altered the theory to address some of the weaknesses that vroom felt were prevalent in vroom-yetton

Conclusion

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