Management Assignment : LeaderShip
32m8v0095
621-50-20181Module6.pptMGT 621
LEADERSHIP
Module 6: Participative Leadership and Conflict-Handling Styles and Processes
Dr. Chet Schriesheim
Leadership Style Test
Case: Assume that you are supervising the work of six senior managers. Their formal training and work experience are very similar, permitting you to use them pretty much interchangeably on assignments. Yesterday, your boss informed you that a request had been received from an overseas affiliate for two of your managers to go abroad on an extended loan for a period of six to eight months. For a number of reasons, your superior argued (and you agreed) that this request should be met by your group. All of your subordinates are capable of handling this assignment, and from the standpoint of present and future work, there is no particular reason why any one of them should be sent overseas or retained at home. The problem is somewhat complicated by the fact that this assignment is in what is generally regarded as an undesirable location.
Style: Which of the following leadership styles would you use to select managers for this assignment? (Please check one).
Directions: Read the case which appears below. Then, indicate which leadership style you would use to arrive at a decision for the situation that is portrayed in the case.
_____ 1. You solve the problem or make the decision yourself, using information available to you at the time.
_____ 2. You obtain necessary information from your subordinates, then decide on the solution to the problem yourself. (You may or may not tell your subordinates what the problem is.) The role played by your subordinates in making the decision is simply one of providing necessary information to you, rather than generating or evaluating alternative solutions.
_____ 3. You share the problem with relevant subordinates individually, getting their ideas and suggestions (without bringing your subordinates together as a group). Then, you make the decision yourself, possibly reflecting (or not) your subordinates’ input.
_____ 4. You share the problem with your subordinates as a group, collectively obtaining their ideas and suggestions. Then, you make the decision yourself, possibly reflecting (or not reflecting) their input.
_____ 5. You share the problem with your subordinates as a group. Together you generate and evaluate alternatives and attempt to reach agreement (consensus) on a solution. You do not try to get “your” solution adopted, and you accept/implement any solution that has the support of the entire group.
Key Variables in the Vroom-Yetton-Jago (V-Y-J) Model
BASIC APPROACH: P = Q x A
- P = Decision performance
- Q = Technical quality of the decision
- A = Acceptance of the decision by those who have to implement it
Vroom-Yetton-Jago Model Decision Making Processes
AI You solve the problem or make the decision yourself, using information available to you at the time.
AII You obtain any necessary information from the subordinate, then decide on the solution to the problem yourself. In getting the information, you may or may not tell the subordinate what the problem is. The role played by your subordinate in making the decision is clearly one of providing specific information which you request, rather than generating or evaluating alternative solutions.
CI You share the problem with the relevant subordinate, getting his/her ideas and suggestions. Then you make the decision. This decision may or may not reflect your subordinate’s influence.
GI You share the problem with one of your subordinates and together you analyze the problem and arrive at a mutually satisfactory solution in an atmosphere of free and open exchange of information and ideas. You both contribute to the resolution of the problem with the relative contribution of each being dependent on knowledge rather than formal authority.
DI You delegate the problem to one of your subordinates, providing him/her with any relevant information that you possess, but giving responsibility for solving the problem by him/herself. Any solution which the person reaches will receive your support.
AI You solve the problem or make the decision yourself, using information available to you at the time.
AII You obtain any necessary information from the subordinate, then decide on the solution to the problem yourself. In getting the information, you may or may not tell the subordinate what the problem is. The role played by your subordinate in making the decision is clearly one of providing specific information which you request, rather than generating or evaluating alternative 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 problems 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 agreement (consensus ) on a solution. Your role is much like that of chairman: coordinating the decision, 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 “your” solution, and are willing to accept and implement any solution which has the support of the entire group.
For Individual Problems
For Group Problems
Trade-Offs Between V-Y-J Styles
(Shown roughly or approximately)
AI AII CI CII GI GII DI
More Control
Less Time Required
Less Information
Less Creative Solutions
Less Subordinate Development
Less Acceptance By Subordinates
Less Control
More Time Required
More Information
More Creative Solutions
More Subordinate Development
More Acceptance By Subordinates
Yroom-Yetton-Jago Decision Process Flow Chart for Both Individual and Group Decisions
A. Is there a quality requirement such that one solution is likely to be more rational than another?
B. Do I have sufficient information to make a high-quality decision?
C. Is the problem structured?
D. Is acceptance of decision by subordinates critical to effective implementation?
E. If I were to make the decision by myself, is it reasonably certain that it would be accepted by my subordinates?
F. Do subordinates share the organizational goals to be attained in solving this problem?
G. Is conflict among subordinates likely in preferred solutions? (This question is irrelevant to individual problems.)
H. Do subordinates have sufficient information to make a high-quality decision?
A B C D E F G H
State the Problem
YES
NO
YES
NO
YES
NO
YES
NO
YES
NO
YES
NO
YES
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
NO
YES
YES
YES
YES
NO
NO
NO
NO
NO
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
YES
1
2
5
4
3
8
7
6
10
9
15
14
13
12
11
17
18
16
The feasible set is shown for each problem type for Group (G) and Individual (I) problems
| G: AI,AII,CI,CII,GII 1 I: AI,DI,AII,CI,GI | G: AI,AII,CI,CII 5 I: AI,AII,CI | G: CI,CII 9 I: CI,GI | |||
| G: GII 2 I: DI, GI | G: GII 6 I: DI,GI | G: AII,CI,CII 10 I: AII,CI | |||
| G: AI, AII,CI,CII,GII 3 I: AI,DI,AII,CI,GI | G: GII 7 I: GI | G: AII,CI,CII,GII 11 I: DI,AII,CI,GI | G: CII 13 I: CI | G: CII,GII 15 I: CI,GI | G: GII 17 I: GI |
| G: AI,AII,CI,CII,GII 4 I: AI,AII,CI,GI | G: CII 8 I: CI,GI | G: AII,CI,CII,GII 12 I: AII,CI,GI | G: CII,GII 14 I: DI,CI,GI | G: GII 16 I: DI, GI | G:CII 18 I:CI, GI |
Schriesheim’s “Simplification” of the Vroom-Yetton-Jago Model
Does Decision Quality Matter?
(If “NO” skip B and C)
Must I Get Additional Information From My Followers?
(If “YES” eliminate AI)
Are Subordinates Qualified to Decide?
(If “NO” eliminate GI, GII, and DI)
Does Acceptance Matter?
(If “NO” end of the process)
Do My Subordinates Trust Me to Represent Their Interests In This Decision?
(If “NO” eliminate AI and AII)
Do My Subordinates Share My Goals About this Decision (Do I Trust Them)
(If “NO” eliminate GI, GII, and DI)
Is Conflict Likely Among My Subordinates in Terms of Their Preferences for Different Solutions?
(If “YES” eliminate every style except
CII and GII)
Schriesheim’s Summary of the Key V-Y-J Decision Processes
- If an individual problem, consider styles AI, AII, CI, GI, DI; if a group problem, consider styles AI, AII, CI, CII, GII
- Rule 1: Assume you need information from your subordinates (unless you know otherwise). Eliminate style AI accordingly.
- Rule 2: Keep control if you question either your subordinates’ competence or goals/values. Eliminate styles GI, GII, and DI accordingly.
- Rule 3: Assume your subordinates do not trust you to make the decision for them (unless you know otherwise). Eliminate styles AI and AII accordingly.
- Rule 4: If you believe that your subordinates will fight over possible problem solutions, eliminate all styles except CII and GII (and use a collaborative conflict handling style).
- Rule 5: To maximize subordinate acceptance and/or development, use the most participative style; to minimize time, use the most autocratic style.
Additional Requirements for Success Using Participation (From Tannenbaum & Massarik)
- Subordinates’ willingness to participate
- Subordinates’ understanding of enterprise operations
- Subordinates’ feeling of security
- Opportunities for meaningful participation
- Setting of participation boundaries
- Safeguarding of sensitive information
- Maintenance of formal authority
- Sufficient time available
- Worthwhile economics
5 Interpersonal Conflict-Handling Styles (From Thomas & Kilmann)
Compromising
Avoiding
Forcing
Collaborating
Accommodating
Uncooperative
Cooperative
Assertive
Unassertive
Concern for Self
Concern for Others
Essentials of Collaboration (from Schriesheim)
1. Confront the conflict.
2. Identify the underlying concerns of the two parties.
3. Pose the conflict as a problem or an intellectual puzzle: is there any way both parties’ concerns can be satisfied?
4. Problem solving/brainstorming to find alternatives which would satisfy both parties.
5. Select the best alternative.
*
NOTES:
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Leadership Style Test
Case: Assume that you are supervising the work of six senior managers. Their formal training and work experience are very similar, permitting you to use them pretty much interchangeably on assignments. Yesterday, your boss informed you that a request had been received from an overseas affiliate for two of your managers to go abroad on an extended loan for a period of six to eight months. For a number of reasons, your superior argued (and you agreed) that this request should be met by your group. All of your subordinates are capable of handling this assignment, and from the standpoint of present and future work, there is no particular reason why any one of them should be sent overseas or retained at home. The problem is somewhat complicated by the fact that this assignment is in what is generally regarded as an undesirable location.
Style: Which of the following leadership styles would you use to select managers for this assignment? (Please check one).
Directions: Read the case which appears below. Then, indicate which leadership style you would use to arrive at a decision for the situation that is portrayed in the case.
_____ 1. You solve the problem or make the decision yourself, using information available to you at the time.
_____ 2. You obtain necessary information from your subordinates, then decide on the solution to the problem yourself. (You may or may not tell your subordinates what the problem is.) The role played by your subordinates in making the decision is simply one of providing necessary information to you, rather than generating or evaluating alternative solutions.
_____ 3. You share the problem with relevant subordinates individually, getting their ideas and suggestions (without bringing your subordinates together as a group). Then, you make the decision yourself, possibly reflecting (or not) your subordinates’ input.
_____ 4. You share the problem with your subordinates as a group, collectively obtaining their ideas and suggestions. Then, you make the decision yourself, possibly reflecting (or not reflecting) their input.
_____ 5. You share the problem with your subordinates as a group. Together you generate and evaluate alternatives and attempt to reach agreement (consensus) on a solution. You do not try to get “your” solution adopted, and you accept/implement any solution that has the support of the entire group.
