5 diffirrent styles that can be used by a leader when making organizational decisions accordind to Pathgoal theory Essay

2.3 Synthesis of Pathgoal theory
According to Vroom (1970) concluded that the effectiveness of participation varies from situation to situation and the positive effects of participation are seen as relevant to leadership effectiveness, but only within the limits of situational chances.
Factor analytic studies by Vroom and Yetton (1973) found that this theory is based on a quest to choice suitable leadership style for particular situations it relates allowing followers to join in decision making in a company. After then, much importance is that in this model, the leader makes the final decision and the rest shall reach at a consensus decision. According to this theory, there are 5 diffirrent styles that can be used by a leader when making organizational decisions.
1. Autocratic (A1) A leader should solve problems using available information.
2. Autocratic (A2) A leader ought to obtain necessary information from subordinates and make the decision himself or herself.
3. Consultative (C1) A leader can also consider sharing the problem relevant subordinates at the individual level and getting their contributions concerning the problem at hand.
4. Consultative (C2) He or she should consider sharing the problem with the subordinates collectively so as to gather their contributions.
5. Collaborative (G2) As a leader shares the problem with the followers, he produces alternative solutions to the issue.
In accordance with this, Finch (1977) explained that the role of manager and a formal leader of a decisional group is rather the role of a facilitator, counsellor or negotiator than the role of a final arbiter. Keen (1981) supported that the model of only one person deciding, trying to make a decision, late in the night. In most public or private organizations decisions are taken after much consultations. In conclude, this will helps managers to determine the appropriate level of talent participation in decision making. Managers could select the most suitable method for a given situation Decide, facilitate or delegate, consult in group, consult individually.
Vroom & Yetton (1973) & Jago found that growth a taxonomy for describing leadership circumstances, and that it was used taxonomy in a normative decision where leadership styles were connected to situational variables, defining which approach was more appropriate to which circumstances. This approach was novel because it sustain the plan that the same manager could rely on different team to make the decision approaches depending on the attributes of each circumstances.
Ulrich (2000) believed that organizational symbols have recently been directed towards networks and horizontal processes or virtual systems, 'cobwebs' having as distinguishing marks operational and adhoc teams, which are borderless and chaotic.
We all agree (Hellriegel, 2004 & Slocum, 2004) that the VroomJago leadership model focuses in the leadership role in decisionmaking situations. Based their opinion, the leader's choices among five leadership styles based on seven situational factors, putting in mind the time requirements and costs associated with each time and situational variables which described by VroomJago Model of Leadership as Decision significance, Importance of commitment, Leader expertise, probability of commitment, Team support, expertise and competence.