Vroom and Yetton's participatory leadership model: what does it propose?

Participatory leadership is characterized by allowing the participation of all employees in generating alternatives and making decisions.

In this way, Victor Vroom and Phillip Yetton propose different types of leadership depending on the degree of participation of subordinates and the way of making decisions. Likewise, the type of behavior of the leader will not be rigid, that is, it will be adapted to the characteristics of the leader and the subordinates and the task style.

In this article we will talk about participatory leadership presented by Vroom and Yetton, what types of leadership do they describe, what variables can affect them and what advantages and disadvantages does it show.

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What is the participatory leadership model of Vroom and Yetton?

The participative leadership model was proposed by Victor H. Vroom and Philip Yetton and subsequently revised by Vroom himself and Arthur G. Jago, focusing mainly, as its name indicates, on

the relationship between leadership and participation. In this way, within the theory of leadership, it focuses especially on how the leader allows the participation of his subordinates and influences them and decision making.

Thus, there are a series of assumptions that must be met in the application of the leadership method: the conduct performed by the leader must be specific and not allow confusion; the same leadership method cannot be applied equally to all situations; we must assess the problem and the context in which it occurs to know how to proceed; the method used in one situation must be independent of the method used in a different circumstance; there are social processes by which subordinates can solve problems; and the method of leadership will be different according to the number of subordinates.

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Types of leadership according to the degree of participation

Depending on the degree of participation of subordinates and the way of guiding the task and making decisions, we can speak of 5 different types of leadership.

1. majority leadership

In the case of majority leadership it is intended that the final solution be the consensus between the different workers, that is, that everyone's opinion is heard and taken into account, both the leader and the subordinates, ensuring that the result is agreed upon and accepted by all.

2. collaborative leadership

In the collaborative leadership mode, the different workers are also taken into account, assessing the possible alternatives, but the difference is that on this occasion there is a distinction between the different functions that each subject performs according to the level of responsibility that they have.

3. adaptive leadership

As its name indicates, this type of leadership It will be applied through different decision-making strategies depending on the type of issue to be addressed.. That is, the mode of action will vary, the degree of participation depending on the situation.

4. inertial or passive leadership

In inertial or passive leadership little or no involvement of subordinates is allowed in decision making. They are given a certain autonomy and independence in the way they act, but it is easily withdrawn if necessary.

5. Hierarchical or authority leadership

In this case we observe a strong hierarchical structure in the organization. Thus, decisions are made by the subjects who are at the top of the hierarchical pyramid and the lower levels of the pyramid, the subordinate subjects, must only obey.

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Leadership Behavior Variability

There are different situational variables that influence the time to establish the degree of participation and the type of relevant leadership behavior. We will take into account: the level of information and experience that the leader has to be able to make the decision alone; the degree of information shown by subordinates in order to make a good decision; the structure that presents the problem; the probability and degree of acceptance shown by subordinates regarding the leader's decision.

Other variables that will be assessed will be the level of motivation that shows the subordinates to participate in the objectives of the company, as well as the probability that conflict will be generated among subordinates due to differences of opinion in decision-making decisions.

In this way, we see how the leader's behavior can vary according to the situation, allowing adaptation to different circumstances; We must take into account the characteristics linked to the leader and the subordinates, the relationship and dependency established between them and the type of task that must be carried out.

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Advantages and disadvantages of participative leadership

Now that we know better what participative leadership consists of and the different variables and factors that can influence the level of participation of subordinates in the decision-making and the type of behavior that leaders show, we will mention the main advantages of this type of leadership, as well as the disadvantages that can behave

Advantages

In general terms, the advantages are due to the better work done in groups, to the possibility of generate a greater number of alternatives if a greater number of people participate in the discussions and decision-making decisions.

1. Greater variety of alternatives

As we have already seen, by allowing more people to participate in decision making, it will be easier generate a greater number of different alternatives, thus making it more likely that a solution will be found effective.

Similarly, the involvement of subordinates also facilitates greater creativity and the possibility of finding new solutions not previously proposed

2. Improves worker satisfaction

Participatory leadership mode helps workers to be more satisfied by feeling more listened to and valued. Thus, we will observe that subordinates are more motivated, act more autonomously and responsibly and perceive their work and function in the company as more effective and useful.

Greater satisfaction will also lead to lower job abandonment and employee turnover, thus helping the continuity and development of the company.

3. Increased employee engagement

Linked to the previous point, if employees feel that their opinion is valued in their workplace and they feel more satisfied with the role they perform, they are more likely to engage with the company and act in its best interest.

4. Unite the workers

If we allow all employees, regardless of their rank, to participate in the discussion and take of decisions, we will help unite the group and establish links between the different workers, since what it will be easier for them to perceive themselves as united and that they act together to achieve the same goal, with which everyone agrees.

5. It allows to obtain the best decision for the company

By discussing each other's alternatives, it is more likely that the decision we make will be in the best interest of the company. Instead, when decision-making is done on an individual basis, it increases the probability that one's own circumstances will be taken more into account, looking for their own benefit and leaving oneself favored.

Disadvantages

In reference to the disadvantages, we will see that they are mainly due to a greater time requirement for this type of leadership is effective and that if it is not carried out in an adequate way, it may end up being carried out in the wrong way, ceasing to be functional.

1. takes more time

As expected, if a larger number of people participate in decision making, the time required to carry out this action will be greater, since it will be necessary to meet and reach an agreement, showing a greater number of alternatives. Similarly, in urgent situations, where a decision needs to be made quickly, participative leadership may not be functional.

2. Greater influence of some of the workers

It may be that, if this type of leadership is not executed well, we will not be able to really get all the members of the team to participate and finally only influence and decide a few, those who have more facility to be active. For this reason, it is essential to ensure that all employees give their opinion and express possible alternatives.

3. Increase the possibility of disagreements between certain workers

Sharing the different opinions, allowing different points of view to be discussed, benefits the production of a greater number of alternatives, but at the same time disagreements, differences, between some workers are more likely to increase, which may lead to a conflict situation.

In the end, employees must be aware that it is not possible to execute all the alternatives and that, therefore, this should not be a reason to get angry if their proposal is not chosen.