ARAB ACADEMY FOR SCIENCE, TECHNOLOGY & MARITIME TRANSPORT

MASTER OF BUSINESS ADMINISTRATION PROGRAM (MBA)

CONTEMPORARY MANAGEMENT

Group )A(
Ohio state studies and leader participation model
PRESENTED TO :
Professor .Dr. ASHRAF LABIB

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 ARAB ACADEMY FOR SCIENCE, TECHNOLOGY & MARITIME
TRANSPORT

MASTER OF BUSINESS ADMINISTRATION PROGRAM (MBA)

GROUP A MEMBERS

SN NAME
1 Mohamed Hamdy
2 Ahmed Mohamed Ahmed Ali
3 Marwa Nagy
4 Mohamed Serageldin
5 Mahmoud Samy

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 Index
A- General Introduction

B- Ohio state studies

1. Ohio state leadership studies
2. Dimensions of leader behavior
3. Leadership Styles Derived from Ohio state studies
4. Conclusion

C- Leadership participation model

3. The Vroom-Yetton Decision Model
4. Understanding the Model & Factors affecting model
5. The five decision-making processes
6. Conclusion

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A- General Introduction

A- General Introduction

4
Kurt Lewin

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A- General Introduction
A- General Introduction

General Introduction (Leadership Theories)

Behavioral
Theory

Transform
Trait
ational
Theory
Theory

Leadership
Theories

Transactio Contingenc
nal Theory y Theory

Charismati
c Theory

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B- OHIO STATE STUDIES:

1- Ohio state leadership studies

1-1 Explanation
In 1945 the bureau of business research at OHIO state university initiated a
series of studies on leadership.

1-2 Research Foundations

The research was based on questionnaires to leaders and subordinates
 Leader Behavior Description Questionnaires (LBDQ)

1-3 Objective
 Identify the major dimensions of leadership
 Effectiveness of leader's behavior

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B- OHIO STATE STUDIES:

2- Dimensions of leader behavior

This study states two dimensions of leader's behavior

1- Consideration 2- Initiating Structure

( People-Oriented Style) (Task-Oriented Perspective)

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B- OHIO STATE STUDIES:

The behavior of leaders who are concerned for subordinates

and attempt to establish a warm, friendly, and supportive
Consideration climate
(People-Oriented Style)
Examples of observed behavior of the leader under consideration
are as follows: 
 The leaders find time to listen to group members
 The leader is willing to make change
 The leader is friendly
 The leader is observing
 The leader is listening
 The leader provides coaching and mentoring 

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B- OHIO STATE STUDIES:

The behavior of leaders who define the leader-subordinate

role so that everyone knows what is expected, establish
Initiating formal lines of communication, and determine how tasks will
Structure be performed
(Task-Oriented Perspective)
Examples of observed behavior of the leader under initiating
structure are as follows: 

 The leader assigns group members to particular tasks

 The leader asks the group members to follow standard rules &
regulations
 The leader lets group members know what is expected of them
 The leader initiates, organizes, clarifies
 The leader works towards information Gathering 
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B- OHIO STATE STUDIES:

Initiating Structure Consideration

Task Oriented People Oriented

Allowing group members to know Often helps employee under your

what is expected from them supervision with their personal
problems

Fix standards Willingness to change

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B- OHIO STATE STUDIES:

3- Leadership Styles Derived from Ohio state studies

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B- OHIO STATE STUDIES:

4- Conclusion

 The Ohio studies have value for the study of leadership.

 They were the first to emphasize the importance of both

Task direction and Consideration of individual needs in assessing leadership.

 This two-dimensional approach lessened the gap between the strict task orientation of the

Scientific management movement and Human relations emphasis.

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C- LEADER PARTICIPATION MODEL
:
1- The Vroom-Yetton Decision Model overview

It was first introduced by:

- Victor Vroom & Philip Yetton
in 1973 and was revised by Victor
Vroom and Arthur Jago in 1988.

Leadership Participation Model (A) leadership contingency model

that related leadership behavior and participation in decision making.
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C- LEADER PARTICIPATION MODEL
:
Deciding How to Decide

• How you go about making a decision can involve as

many choices as the decision itself.

• Sometimes you have to take charge, and decide what to

do on your own, but you don't want to appear
autocratic to your team (particularly in situations
where you need their input). At other times it's better
to make a decision based on the group consensus, but
this can use up precious time and resources. So how do
you decide which approach is best?

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C- LEADER PARTICIPATION MODEL
:
2- Understanding the Model
• Researchers have found that managers are more effective,
and their teams more productive and satisfied, when they
follow the model. The simplicity of Vroom-Yetton also means
that anyone – from the boardroom to the factory floor – can
use it.

No single decision-making process fits every scenario

• For example, if speed and decisiveness are required then it
will likely point you toward an autocratic process. If
collaboration is what's needed, then it will nudge you
toward a more democratic process. 

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C- LEADER PARTICIPATION MODEL

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C- LEADER PARTICIPATION MODEL

Factors affecting model

Before you start using the model, you'll need to consider these three factors:

Quality of decision
Sometimes, making the "right" decision is critical, and you'll need to use a large number of resources (people, time,
information, and so on) to ensure that the action you take has been well decided and has high quality.

Acceptance of the decision on the part of employees

Some of your decisions will have a major impact on your team, while others will go unnoticed. When a decision
will likely impact your team, it's best to use a collaborative process. This will improve the quality of the decision,
and you'll likely deliver a successful result faster.

Time constraints
When the issue at hand isn't time sensitive, you have more "space" to research your options and to include others, which
will help to boost the quality of your decision. If your time is limited, however, it may not be feasible to include others or to
undertake thorough research. 19
C- LEADER PARTICIPATION MODEL
:
3- The five decision-making processes
You use the information that you already have to make the decision, without
Autocratic Decision A1 requiring any further input from your team.

You consult your team to obtain specific information that you need, and then
Autocratic Decision A2 you make the final decision.

You inform your team of the situation and ask for members' opinions
Consultative C1 individually, but you don't bring the group together for a discussion. You make
the final decision.
You get your team together for a group discussion about the issue and to seek
Consultative C2 their suggestions, but you still make the final decision by yourself.

You work with your team to reach a group consensus. Your role is mostly
Group G2 facilitative, and you help team members to reach a decision that they all agree
on
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C- LEADER PARTICIPATION MODEL

Figure 1 - Vroom and Yetton formulated following seven questions

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C- LEADER PARTICIPATION MODEL

4- Conclusion

No single leadership style or decision-making process fits all situations.

To find the process best suited to your situation, you need to consider a number of
factors. These include time constraints, the level of team participation required, and
the quality of the final decision.

The model is particularly useful for managers and leaders to decide which is best
methodology to take to make a decision.
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List of Books and reference:

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