Group4 the 21 irrefutable laws of leadership by john c maxwell
Slide Leadership GROUP4
Transcript of Slide Leadership GROUP4
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DEVELOPING ETHICAL LEADERSHIP
Group Presentation No. 2:
1. BA, NGUYEN HUU
2. TUAN, NGUYEN SY
3. TU,TRAN MINH
4. HA, DINH HONG
5. HAI, LE THI THANH
6. VIET, MAI QUOC
7. HAI, TRAN MINH
8. HUY, PHAM QUANG
Instructor : Dr. Dung, Thai Tri
Group 4 (GaMBA01.C0111):
Topic 4:
Models of decision making Vroom-Yetton, contact the leadershipbehaviors to model selection decision and improve the efficiencymeasures for the leaders to decide
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II
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III
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Normative decision model with
leadership behaviors
Vroom-Yetton Model decision-making
Leadership and leadership behaviors
CONTENTS
IV Solution to develop effectiveness ondecision-making process for leaders
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1. What is leadership?
Influencing people
Commanding people
Guiding and supporting people
THE GOAL OFORGANIZATIONS
I. Leadership and leadership behaviors
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2. Leadership behaviors:
Studies from Ohio UniversityUSA :
1- Interest2- Structure
Studies from MichiganUniversity USA:
1- Task-oriented behavior
2- Relations-oriented behavior
3- Participative leadership
I. Leadership and leadership behaviors
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Consultingdecision
Autocraticdecision
Groupdecision Authorizeddecision
Zero influence Affected by other people
FOUR DECISION PROCESSES
I. Leadership and leadership behaviors
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3. Standard deciding model for leadership behaviors:
Model of Tannenbaum & Schmidt (1958)
Model ofMaier (1963)
Model ofVroom & Yetton (1973)
Model ofVroom & Jago (1988)
I. Leadership and leadership behaviors
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1. Vroom and Yetton Decision model:
II. Vroom-Yetton Model decision-making
1.Quality Requirement(QR)
2.Commitment Requirement(CR)
3.Leader's Information(LI)
4.Problem Structure(ST)
5.Commitment Probability(CP)6. Goal Congruence(GC)
7.Follower conflict(CO)
8.Follower information(SI)
Vroom & Yetton, and laterVroom & Jago found thefollowing questions helpful inthe sequence below:
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Five process involving decisions of subordinates:
Decision Making Style Description
Autocratic I (AI)Leader solves the problem along using informationthat is readily available to him/her
Autocratic II (AII)Leader obtains additional information from groupmembers, then makes decision alone. Groupmembers may or may not be informed.
Consultative I (CI)
Leader shares problem with group membersindividually, and asks for information andevaluation. Group members do not meet
collectively, and leader makes decision alone.
Consultative II (CII)Leader shares problem with group memberscollectively, but makes decision alone .
Group II (GII)Leader meets with group to discuss situation.Leader focuses and directs discussion, but doesnot impose will. Group makes final decision.
II. Vroom-Yetton Model decision-making
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Cause and effect relationship in standard decision-making model:
Decicionmaking process Quality and possibleacceptance
Group/OrganizationEffectiveness
Situational Variables
II. Vroom-Yetton Model decision-making
Situational Variables :
1. Information leader or subordinate might have
2. Possibilty of subordinate acceptance to an autocratic decision
3. Possibility of subordinate involvement if allowed
4. Disagreement between subordinates on chosen solution
5. Difficulty level of decision which require creativeness in problem solving.
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The decision rules in the model vroom - Yetton:
II. Vroom-Yetton Model decision-making
Quyt nh chuyn quyn (AI, AII)
l khng ph hp
Quyt nh quan trngCp trn khng c thng tin lin quanCp di c thng tin lin quan
Quyt nh quan trngCp di s kh chp nhn
Quyt nh nhm (GII)
l khng ph hp
Quyt nh quan trng
Cp di khng c cng mc tiucng vic
Quyt nh chuyn quyn (AI, AII)v tham vn kin c nhn (CI)
l khng ph hp
Quyt nh quan trngCp di c th s bt ng v vicla chn gii php no l ti u
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Quyt nh NhmTham vn c nhn lin quan
(CII, GII)
Quyt nh nhm (GII)
Quyt nh quan trng, cha c nh hnhLnh o khng s hu thng tin v k nngcn thit
Quyt nh khng quan trngS chp nhn li quan trng
Quyt nh quan trngKhng xut pht t quyt nh chuyn quynCp di c chung mc tiu cng vic
The decision rules in the model vroom - Yetton:
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2. Good points
Weak points of Vroom
Yetton model:
Autocraticdecision
STYLEGOOD
POINTSWEAK
POINTS
Timing for deciding is short.Save costs, time
Dictator, no concern to othersthinking
Consultingdecision
Make advantage of knowledge andexperience of people. Effective if
solution is for a serious andstrategic problem.
Take times.Tend to give in, compromiseIndividual responsibility is not
clear/well described.
Group decisionGroup acceptance.
Suitable for unimportant or veryimportant decision
Take time. Likely to loose controlor chaotic situation. Individualresponsibility is not clear/well
described.
II. Vroom-Yetton Model decision-making
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Summary :
1. Vroom Yetton model crosses out some process but it does notsay which process is best for making-decision
2. Vroom-Yetton model use two criteria to evaluate result:acceptance to decision and technical quality of decision in alldecision-making rules
3. Vroom Yetton model does not mention situational differencethough process giving YES-NO to specific situation
2. Good points
Weak points of Vroom
Yetton model:
II. Vroom-Yetton Model decision-making
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1. Signals/matter that leader must take into accountsbecause they might lead to mistake/error :
III. Solution to develop effectiveness on decision-making
process for leaders
Being arrogant/ strongly believe in personal experience
Decision seems to be alike compromise and miss real core of action
Decision made on personal impression or emotion.
Being too demanding in deciding
Decision making when the information is incomplete
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2. The essential elements of leadership :
Emotional Quotient
Integrity
Determination (strong will)
Vision
Dedication
Confidence in any situation
Ability to make decisions
Set up a strong binding team
III. Solution to develop effectiveness on decision-making
process for leaders
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3. Necessary skills:
Professional skills
Communicative skills
Mental Comprehensiveness
III. Solution to develop effectiveness on decision-making
process for leaders
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Group 4 - GaMBA.C0111