Exercise: Choosing a Leadership Style

Instructions -- Complete the two tasks below before class:

  1. Indicate which of Vroom and Yettonís leadership styles (AI, AII, CI, CII, GII) you personally would use to address each of the decision situations below (do this part of the exercise before you do the second part below).Be prepared to share this information with your team.
  2. Use Vroom and Yettonís Decision Tree to analyze each of the decision situations below and determine the "Problem Type" and associated "Feasible Sets" of leadership styles for each of the decision situations below.Keep a record of your decision tree choices and be prepared to share this information with your team.

CASE I

You are general foreman in charge of a large gang laying an oil pipeline. It is now necessary to estimate your expected rate of progress in order to schedule material deliveries to the next field site.

You know the nature of the terrain you will be traveling and have the historical data needed to compute the mean and variance in the rate of speed over that type of terrain. Given these two variables, it is a simple matter to calculate the earliest and latest times at which materials and support facilities will be needed at the next site. It is important that your estimate be reasonably accurate. Underestimates result in idle foremen and workers, and an overestimate results in tying up materials for a period of time before they are to be used.

Progress has been good, and your five foremen and other members of the gang stand to receive substantial bonuses if the project is completed ahead of schedule.

CASE II

You are supervising the work of 12 engineers. Their formal training and work experience are very similar, permitting you to use them interchangeably on projects. Yesterday your manager informed you that a request had been received from an overseas affiliate for four engineers to go abroad on extended loan for a period of six to eight months. For a number of reasons, he argued and you agreed that this request should be met from your group.

All your engineers are capable of handling this assignment, and from the standpoint of present and future projects there is no particular reason why any one should be retained over any other. The problem is somewhat complicated by the fact that the overseas assignment is in what is generally regarded in the company as an undesirable location.

CASE III

You are the head of a staff unit reporting to the vice-president of finance. He has asked you to provide a report on the firmís current portfolio, which will include recommendations for changes in the selection criteria currently employed. Doubts have been raised about the efficiency of the existing system in the current market conditions, and there is considerable dissatisfaction with prevailing rates of return.

You plan to write the report, but at the moment you are quite perplexed about the approach to take. Your own specialty is the bond market, and it is clear to you that a detailed knowledge of the equity market, which you lack, would greatly enhance the value of the report. Fortunately, four members of your staff are specialists in different segments of the equity market. Together, they possess a vast amount of knowledge about the intricacies of investment. However, they seldom agree on the best way to achieve anything when it comes to the stock market. Although they are obviously conscientious as well as knowledgeable they have major differences when it comes to investment philosophy and strategy.

You have six weeks before the report is due. You hove already begun to familiarize yourself with the firmís current portfolio and have been provided by management with a specific set of constraints that any portfolio must satisfy. Your immediate problem is to come up with some alternatives to the firmís present practices and select the most promising for detailed analysis in your report.

CASE IV

You are on the division managerís staff and work on a wide variety of problems of both an administrative and technical nature. You have been given the assignment of developing a universal method to be used in each of the five plants in the division for manually reading equipment registers, recording the readings, and transmitting the scorings to a centralized information system. All plants are located in a relatively small geographical region.

Until now, there has been a high error rate in the reading and/or transmittal of the data. Some locations have considerably higher error rates than others, and the methods used to record and transmit the data vary between plants. It is probable, therefore, that part of the error variance is a function of specific local conditions rather than anything else, and this will complicate the establishment of any system common to all plants. You have the Information on error rates but no Information on the local practices that generate these errors or on the local conditions that necessitate the different practices.

Everyone would benefit from an improvement in the quality of the data as they are used in a number of important decisions. Your contacts with the plants are through the quality-control supervisors who are responsible for collecting the data. They are a conscientious group committed to doing their jobs well, but are highly sensitive to interference on the part of higher management in their own operations. Any solution that does not receive the active support of the various plant supervisors is unlikely to reduce the error rate significantly.