Need assignment done(Book Review)
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Assig3review.docxRunning Head: DECISION MAKING MODELS 1
DECISION MAKING MODELS 8
I can see that you are able to write. However, you are padding your essay a lot. For instance, in the intro, you write 5 times about the 3 models. 2 times about other info. However, you lack most info required about the actual problem - be more specific!
Also, you did not cite correctly in almost all areas. You are missing too many cites and most are not cited correctly.
How can you have written 5 essays/forum posts for me and still not cite Hughes correctly or reference Hughes correctly despite all my comments?
I feel you are not reading my notes that I make you. They take me a long time to write. I only make them to help you improve.
Please read the notes I make so that you can improve. Most of these are easy corrections that will dramatically improve your grade.
A Short Report on Decision Making Models in Leadership
Chandra Sekhar Reddy Erigela
1910097
University Canada West
Dr. Sandy Minnis
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Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10 |
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Report Introduction · Stated purpose and objectives of report (clear and logical) (2 marks) · Provided background detail to example (3 marks) · Identify one problem needing to be solved (2 marks) · State which of the three models you will discuss in this paper (1 mark) · Clarified any limitations of report (2 marks) |
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Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10 |
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Report Introduction · Stated purpose and objectives of report (clear and logical) (2 marks) · Provided background detail to example (3 marks) · Identify one problem needing to be solved (2 marks) · State which of the three models you will discuss in this paper (1 mark) · Clarified any limitations of report (2 marks) |
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Criteria Unacceptable 0-5 Satisfactory 6-8 Excellent 9-10 |
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Professionalism of the document · Appropriate grammar, formatting, and length (3.5 marks) · Paper had all required components (.5 mark) · All facts, models, pro's con's, definitions, discussions of each model are uncited (4 marks) · All References were accurate and used/cited in the report (2 mark) |
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Criteria Unacceptable 0-17 Satisfactory 18-24 Excellent 25-30 Decision-making models Per Hughes et al. (2019): Decision-Making = Leaders make decisions to implement and give followers the information to follow. Decision-Taking = Followers receive information to follow. 9 marks per model · Discuss three models in great details that address ONE problem your company has · Use the textbook to define and discuss each model · Ensure to use at least 2 academic peer reviewed journal articles per model to help define, explain the model, and discuss its pros and cons · Provided solid reasons for the choice · Outlined key components of each model · Discussed each supporting point thoroughly and clearly · Supported assertions with research 3 marks for this discussion in the conclusion section · Make sure to choose one model that is the best fit · State why this model is the best to solve company problem |
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Criteria Unacceptable 0-12 Satisfactory 13-16 Excellent 17-20 Explanation of how chosen model is linked to leadership effectiveness · Gave situational analysis of model use · Explained how model is linked to leadership effectiveness · Gave real-life example of connection · Supported assertions with research · Tied model components, examples. and research together |
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Criteria Unacceptable 0-12 Satisfactory 13-16 Excellent 17-20 |
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Integration of concepts from the textbook/other sources · Used multiple sources in each section (10 marks) · Used sources to support personal thought/opinion/idea (make sure to use "I believe, I think" do not write "as per me". You are not yet an academic researcher who is published, therefore, save "as per author (year)" to give power and influence for the academic sources you use. · Cited sources match concepts discussed · Balanced personal thought/opinion/idea and research by relating each concept model to your professional life as leader working on one issue in your organization (10 marks) · Use your organizational example with each model, and made a decision as a leader! |
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A Short Report on Decision Making Models in Leadership
Remove spaces
This business report seeks to provide three decision-making models that can be applied to the company of choice following the development of organizational issues. The three decision-making models that will be discussed in this report revolve around the contingency model, the normative model, and the situational leadership model of decision-making. The primary purpose of the report is to introduce the three models, which can be used to solve the primary problem plaguing the organization. One of the objectives of this report will be to discuss the three models in-depth. Each model shall be defined as well as discussed. One other objective of tThis report focuses on an in-depth discussion of the pros and cons of each decision-making model. The third objective focuses on the reasons why the three models were selected to be discussed in this report. The fourth report focuses on the key components seen in each model, which will be highly outlined in this business report. This objective will highly center on the application of this model to the organization. One other objective of the business report focuses on the relationship between leadership effectiveness and the chosen model. Comment by Sandra Molendyk: Hey! This is an APA academic essay not a newspaper column. It should not fully justified paragraphs. The template was NOT fully justified, which means you altered this essay! Stop fully justifying! Comment by Sandra Molendyk: Put this sentence last so that it acts as a bridge to the summary paragraph Comment by Sandra Molendyk: You tell us which models are used in the next paragraph. Since you are 500 words over, delete redundancies (even if you are not over) why keep stating the same thing over and over in the same section? Comment by Sandra Molendyk: Just show this to us, no need to state
The decision-making models discussed in this report fall under the Contingency theories of leadership. The theories of leadership revolve around three concepts, the situation facing the organization, the followers or rather the subordinates, and the leader who will be making the decision that will further solve the problem plaguing the company. A unified theory seen under leadership does not exist since the leadership theory will concentrate on unit performance, how their subordinates will regard the leaders, and the situation facing the organization. The problem that needs to be solved in Wert Company revolves around the lack of direction. This particular problem has plagued the organization, further affecting the company's organizational productivity. The three models discussed in this paper include, situational leadership model, normative model, and the contingency model. One limitation seen in this business report focuses on the lack of previous research studies on the normative decision model. Only one peer-reviewed journal could be found regarding the topic. Comment by Sandra Molendyk: This seems like summary stuff Comment by Sandra Molendyk: Be more specific will help you relate to each model and help you get marks from good to perfect
Summary
Three Models
The normative decision model (ND) was chosen for this business report because of the concepts found under this model. ND This model focuses on the input provided by the subordinates, more so during the in the decision-making process. The concepts under this particular decision model include Other factors are also considered such as the quality of the decision, the levels of participation, decision acceptance, and the decision tree citation required. The situational leadership model highly focuses on the behaviors of the leader citation required. This model is essential since it focuses on directing followers who may be unmotivated or unskilled.citation required Hence, the model will highly be suitable to solve the problem. In the last model, the contingency model was chosen because the model focuses on the behavioral tendencies that the leaders will have. This model revolves around consistency since it is not flexible when it comes to the general behavioral tendencies that the leader has. The model was also chosen because it focuses on the selection of the right kind of leader who will be best suited to solve the problem that arises from a specific situation (Hughes, Ginnett, & Curphy, 2019). Comment by Sandra Molendyk: As per class discussion and Hughes, do not call them subordinates. This is derogatory and does not allow them to have free will in helping you and your company to succeed. Comment by Sandra Molendyk: Which model? You just talked about a bunch of them. It is easier and shorter to use SL, MD, etc to indicate which model you mean Comment by Sandra Molendyk: don't solve the problem yet
The Normative Decision Model
As established above, the normative decision model ND focuses on the input that will be provided by the subordinates citation required . The delegation of decisions shall focus the input given by the followers, and the input is often regarded as an essential piece of information. That piece of information provided shall be used to make an informed decision. As established in the book titled "Leadership: Enhancing the Lessons of Experience," there are certain situations where the leaders will form a decision from the information gathered from the subordinates. This model highly revolves around the level of input or participation needed to form a decision. However, the levels highly focus on the situation at hand (Hughes, Ginnett, & Curphy, et al, 2019). This is your 5th time using these authors. You should know how to cite them now. Comment by Sandra Molendyk: ND Allows you to be succinct Comment by Sandra Molendyk: You know by now to cite the author not the book name. Many of your statements are very bland and do not actually say anything make sure to define the model first before talking about this sort of stuff
In this particular book, the authors reference another book written by P.W. Yetton and V.H Vroom stating that the improvement of group performance highly revolves around the level of participation seen By who? . An optimal level of participation By who? will improve group performance, further leading to an improvement in group productivity. How do you get them to participate? The level of participation is one of the essential concepts established in the book (Vroom & Yetton, 1973). The normative decision model is highly related to leadership effectiveness since it was designed to improve the aspects under it. The degree or level of participation will highly depend on the situational factors being encountered, the followers, and the leadersYou sort of said this in your introduction actually tell us more specifics here . Hence, the three will also have an impact on how the group performs or their productivity and the decision-making process. Vroom and Yetton managed to provide specific seven rules used in this particular theory. The rules established in their book seek to protect the acceptance of the decision made, as well as the quality of the decision. The number of rules established by the authors is seven. Four of the rules focus on the acceptance of the decision while the rest revolve around the quality of the decision. The rules established by the two authors can be regarded as verbal statements (Vroom & Yetton, 1973). Comment by Sandra Molendyk: what authors do you mean? Every time you start a you are required to give a citation do you not say the authors use the actual name in year Comment by Sandra Molendyk: Do not use initials or first names in citations or statements in the essay save that for the references. I feel like you're probably not reading the comments that I'm sending you so I'm going to comment much less
The first rule established by the two authors focuses on the information rule. This particular rule focuses on the information gathered from the subordinates. The quality of the decision will highly depend on the information gathered. Hence, when the leader lacks the expertise or information to solve the challenging issue, the decision made will not be of quality and will be regarded as a low-quality decision. The trust rule has been established as the second rule, which will also focus on the quality of the decision made. The trust rule highly focuses on the situation where the leader does not trust the followers or his or her subordinates when it comes to solving the problem at hand. In such a situation, the quality of the decision will be affected if such a situation arises (Vroom & Yetton, 1973). Comment by Sandra Molendyk: each paragraph needs at least three citations even if it's the same author. Start off each paragraph with a citation Comment by Sandra Molendyk: 500 words over, and you say this rule 3 times in one line Comment by Sandra Molendyk: which authors? This is not a citation
The next rule is the unstructured problem rule. The rule focuses on an unstructured problem, which may not be known by the leader. Hence, the leader may not know how to solve the problem. Leadership effectiveness, as related to this particular rule, will highly focus on the interactions the leader will have with the subordinates since the information regarding the problem can be gained from the followers who know about the challenging issue. If information is not gained through this means, the quality of the decision made will be affected. Comment by Sandra Molendyk: What is the rule called? This paragraph has no citations
As established by R. H. George Field in his journal, the rules that focus on the acceptance of the decision include the acceptance rule, the fairness rule, the conflict rule, the acceptance priority rule. The acceptance rule focuses on whether or not the subordinates accept the decision made. This particular rule will also be based on the level of participation or input when it comes to the subordinates. If the subordinates have provided little input, the leader may face one risk; that is, the subordinates may fail to accept the decision established by the leader, who will also be regarded as an autocratic leader. Hence, the fulfillment of this rule is highly essential since it will lead to the effective implementation of the decision. The conflict rule focuses on the disagreements, which will be seen when considering the appropriate decision that will be applied to solve the issue at hand. The fairness rule, the next rule, focuses on the acceptance of the decision, which will be regarded as highly critical when compared to the quality of the decision made. Furthermore, this rule focuses on a decision that has not been made by an autocratic leader. The last rule is the acceptance priority that focuses on organizational goals that not only revolve around the problem in question but have also been provided by the subordinates (Field, 1982). Comment by Sandra Molendyk: please learn how to cite properly, this is not a citations Comment by Sandra Molendyk: Use numbering or or key term rather than saying multiple times “the next rule” Comment by Sandra Molendyk: Rather than just keep telling us this rule is highly important tell us why it's highly important what it does explain it discuss it more
One solid reason as to why this model was chosen focuses on the test that was carried out by R.H. George Field in his journal. The test further proved the validity of this model since the evidence collected showed that the decisions made through the use of a feasible set, based on the rules stated above, were regarded as adequate. This reason also serves as one of the pros of this model. One other pro of this model is the flexibility that will be seen in the model since the leader can adjust his leadership style, more so, during the decision-making process. One other solid decision as to why the model was chosen focuses on individual learning, which will be through the use of various decision-making processes (Field, 1982). Individual learning will help the organization to develop an effective decision that will promote organizational productivity. The main con of this model focuses on decisions made outside of the feasible set. The decision made will not be valid. This can be seen in the test carried out By George Field, which showed that from 87 decisions, only 31 decisions were effective. Another con seen in the model revolves around a systematic deviation that will lead to the development of a biased decision. The systematic deviation may be due to a random error or not (Field, 1982). A real-life example of the connection between leadership effectiveness focuses on a leader who consults his followers during a crisis on what solution can be used to solve the problem. Comment by Sandra Molendyk: try “This method was chosen because of the Field (year) test, which proved the validity and showed decisions..much shorter, and says more. Comment by Sandra Molendyk: You did not discuss your problem with the company in terms of this model
The Situational Leadership Model
T As per Autthor (year) he situational leadership model, the second model, chosen to SLprovides a solution to the problem facing the company, by focusesing on the behaviors of the leader. As established by Gordon J. Curphy, Robert C. Ginnett, and Richard L. Hughes et al. (2019), leaders will behave differently or may use varying interactional styles when handling a particular issue or dealing with the subordinates. Some of the leaders may choose to coach, direct the followers who will be unmotivated and unskilled while some may use praises to help boost the subordinates' self-confidence. The primary concept under this model focuses on leader behaviors. The first elements under this model appeared during the 20th century. The elements evolved further, leading to the development of two categories that revolve around leadership behavior. Furthermore, a structure of behavior was developed, leading to the establishment of task behaviors and relationship behaviors. Relationship behaviors focus on two-way communication that exists between the leader and his followers. Task behaviors revolve around the tasks or responsibilities assigned to a group by the leader. Relationship behaviors revolve around encouragements, clarifications, and explanations regarding the tasks assigned to the subordinates (Hughes, et al., Ginnett, & Curphy, 2019). Comment by Sandra Molendyk: Make sure to define this what is a coach does it mean how do you use it Comment by Sandra Molendyk: all these extra unrelated sentences are known as padding . It is not scholarly . That makes it look like you haven't done any work you don't know what you're talking about.
The situational leadership model developed by Hersey and Blanchard (year) provides the reasons why leadership effectiveness will be different when it comes to relationship behaviors and task behaviors. Effective leadership will be highly seen when there is a combination of the two behavior dimensions. One other relevant concept in this model focuses on follower readiness. This concept focuses on the subordinate's readiness to complete the task assigned. The challenge facing the organization focuses on a lack of direction. The use of this model can help boost productivity within the organization. The task behavior will focus on whether the task has been delegated or the follower has been told to complete a particular task. Low task behavior is linked to the delegation of tasks.
The primary reason why this model was chosen focuses on the evidence that shows that the model is valid. In Robert P. Vecchio's peer-reviewed journal, he provided evidence on how the model has managed to overlap other theories, which focus on the same concept. Furthermore, the author establishes that the appropriate leader behavior will focus on how flexible the manager or leader is as well as the significance of the attributes showcased by the subordinates (Vecchio, 1987). This serves as a reason and one of the pros of this model.
In another journal by Robert P. Vecchio and Geir Thompson, the two authors provide another pro to this particular model. As established in their journal, the model can be used to predict the optimal style that will be used to supervise the followers. The prediction focuses on the levels seen when it comes to subordinate maturity. The authors also manage to establish a con or criticism the model received. The con focuses on the ambiguity. Ambiguity will be seen when considering the follower development level and its' conceptual definition. The original conceptual definition focuses on subordinate competence and commitment. However, a conversion can be seen, leading to ambiguity (Vroom & Yetton, 1973). Comment by Sandra Molendyk: Do you mean Journal like a diary this is confusing ? I don't remember reading anything about everybody's Diaries Comment by Sandra Molendyk: did not discuss how your problem could be addressed by this model
The Contingency Model
The contingency model established by Fielder in his journal is directly opposite to the situational leadership model described above. Furthermore, the contingency model is also known as one of the earliest theories that focused on contingency decision-making models. The theory is based on behavioral tendencies that leaders will generally have, and certain situations that will require a certain kind of leader to make sure that leadership effectiveness has been achieved. A comparison between the situational leadership model and contingency model shows that the situational leadership, as a model, will be flexible since some flexibility will be seen when considering the leader's behaviors. The contingency model focuses on the consistency that will be seen when it comes to the leader's behavior (Hughes, Ginnett, & Curphy, 2019). Comment by Sandra Molendyk: cite only one name if you have more than two names
One primary concept under this model revolves around the use of a scale, the least preferred co-worker instrument, used to help determine the general behavioral tendency of the leader or his or her style. The scale tests the leader on whether he has faced considerable difficulty while working with a specific individual. The results are used to represent the general behavioral tendency of the leader in question. Leaders who scored low on the scale highly focus on the accomplishment of tasks assigned to the followers. Leaders who had high scores on the scales will have a different motivation when compared to the leaders who scored low. The leaders who scored low will only manage to gain satisfaction once the task assigned has been accomplished. In contrast, the leaders who had high scores will gain satisfaction after they have established an interpersonal relationship and have managed to maintain the relationship. Comment by Sandra Molendyk: None of this has a citation so just delete it Comment by Sandra Molendyk:
The second concept essential in this model is the situational favorability. This concept is highly significant since it revolves around the level of control the leaders will have over their subordinates. Fielder managed to establish three sub-elements, which fall under this concept, that is, position power, the structure of the task, and the relations between the leader and the followers. In one of his journals, he managed to provide a clear definition of this model by focusing more on the motivational structure and situational control. Motivational structure highly focuses on the scale mentioned above, while situational control revolves around the control and influence the leader will have over his followers (Fiedler, 1995).
The primary reason why this model was chosen for this business report focuses on validation evidence. Several studies have been carried out, and the results collected highly support the model. This shows that the model is valid and can be employed further, leading to leadership effectiveness. Furthermore, this reason also serves as one of the pros of this model. The model can be employed to solve the issue facing the organization, further leading to an improvement in organizational productivity (Fiedler, 1978). One other pro of this model is the valid prediction that will be seen following the employment of this model. One con of this model focuses on leadership performance. The model can be used to predict that the experience of the leader will increase depending on situational control. However, the model cannot be used to predict whether an increase shall be seen in leadership performance.
Conclusion
The best model is stop The model chosen to solve the problem the organization in question is facing is the normative decision model. This model will be appropriate since the situation requires the leaders to take action and delegate decisions, further improving the organizational productivity of the company in question. The absence of direction contributed to poor organizational productivity. Furthermore, this decision model will also allow followers to participate in the decision-making process. Group participation is highly essential since the organization's overall performance will improve, and the followers will feel motivated to work harder. Comment by Sandra Molendyk: just like all the other essays a conclusion requires citation based statements
Concerning the company issue, the connection between the chosen model and leadership effectiveness focuses on a manager who decides to involve a group of workers during the decision-making process. The manager can consult the group of followers on the issue, further leading to the development of a solution that will benefit the company and the employees. In such an example, group participation will further lead to leadership effectiveness since the followers will accept the decision made (Vroom & Yetton, 1973). The lack of flexibility seen under the contingency model of leadership would not be ideal in this real-life example because the behavior of the leader may not be flexible to suit the situation or problem. Furthermore, the situational leadership model will not be appropriate, more so, if the structure employed under leadership behaviors focuses on assigned tasks.
Action Plan Comment by Sandra Molendyk: Just like your other essays, the action plan requires the use citation based sentence from the reading to tell you what steps to take for the model
The first step to be taken to solve the problem would be to consult the followers on the problem at hand. The information gained through such an action will be beneficial to the followers and will also lead to an informed decision that will be accepted by the followers. The second step will focus on applying the model by implementing an informed decision. The last step is reviewing the impact, following the implementation of the decision.
References Fiedler, F. E. (1978). The contingency model and the dynamics of the leadership process. In Advances in experimental Experimental social Social psychology Psychology (Vol. 11, pp. 59-112). Academic Press. Fiedler, F. E. (1995). Reflections by an accidental theorist. The Leadership Quarterly, 6(4), 453-461. Field, R. G. (1982). A test of the Vroom-Yetton normative model of leadership. Journal of Applied Psychology, 67(5), 523. Hughes, R. L., Ginnett, R. C., & Curphy, G. J. (2019). Leadership: Enhancing the lessons Lessons of experienceExperience. Park, M. Y., Hughes, Richard L., Robert C. Ginnett & Gordon J. Curphey. (2013). Leadership: Enhancing the Lessons of Experience, McGraw-Hill, 2009 (Paperback). New York, USA (704 pp. ISBN: 978-007-126359-8). Thompson, G., & Vecchio, R. P. (2009). Situational leadership theory: A test of three versions. The leadership quarterly, 20(5), 837-848. Vecchio, R. P. (1987). Situational lLeadership Ttheory: An examination of a prescriptive theory. Journal of applied psychology, 72(3), 444. Vroom, V. H., & Yetton, P. W. (1973). Leadership and decision-making (Vol. 110). University of Pittsburgh Pre.
