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This model suggests the selection of a leadership style of groups decision-making. Leader Styles. The Vroom-Yetton-Jago Normative Decision Model helps to answer above questions. This model identifies five different styles (ranging from autocratic to consultative to group-based decisions) on the situation and level of involvement. They are:
Victor Vroom, a professor at Yale University and a scholar on leadership and decision-making, developed the normative model of decision-making. [1] Drawing upon literature from the areas of leadership, group decision-making, and procedural fairness, Vroom’s model predicts the effectiveness of decision-making procedures. [2]
Decision Tree Model. In computational complexity theory, the decision tree model is the model of computation in which an algorithm can be considered to be a decision tree, i.e. a sequence of queries or tests that are done adaptively, so the outcome of previous tests can influence the tests performed next.
Theorists defined the style of leadership as contingent to the situation; this is sometimes called contingency theory. Three contingency leadership theories are the Fiedler contingency model, the Vroom-Yetton decision model, and the path-goal theory.
Decision trees can also be seen as generative models of induction rules from empirical data. An optimal decision tree is then defined as a tree that accounts for most of the data, while minimizing the number of levels (or "questions"). [8] Several algorithms to generate such optimal trees have been devised, such as ID3/4/5, [9] CLS, ASSISTANT ...
In reviewing the older leadership theories, Scouller highlighted certain limitations in relation to the development of a leader's skill and effectiveness: [3] Trait theory: As Stogdill (1948) [4] and Buchanan & Huczynski (1997) had previously pointed out, this approach has failed to develop a universally agreed list of leadership qualities and "successful leaders seem to defy classification ...
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On the origins of expectancy theory. Great minds in management: The process of theory development, 239-258. 2003. Educating managers for decision making and leadership. Management decision, 4110, 968-978. 2000. Leadership and the decision-making process. Organizational dynamics, 284, 82-94. 1995.