The results of any research depend on the methods used to carry out the research. If the methods used have some problems, then the results may not depict the actual ground situation. Methodological problems in participative leadership research normally lead to weak and inconsistent results which may render the participative decision ineffective. None of the available methods used in establishing the effectiveness of participative decision procedures is problem-free, including the strong methods like experiments.
The methodological problems include difficulties in the determination of the direction of casualty, and measurement problems. In the researched cases, the methods employed did not give room for the identification of the particular mix of decision procedures. Also, the determination of the appropriate procedures for the decision types was a problem. The results of the research could therefore not be particular; instead, the research only tested the general hypotheses. Problems are also found within experimental studies like field experiments and quasi experiments. The most common problem is the introduction of the participation program by the organization instead of the individual manager. When participation is combined with other types of interventions; then, difficulties of determining the participation consequences result. Hawthorne effect is seen when the field experiments are short-term in nature, leading to high possibilities of improved satisfaction for individuals in the participation condition. Temporary excitement is seen when an individual is singled out and given special attention. The information leakage to the nonparticipating group about the participating group in some study cases lowered the satisfaction hence making the participating group bitter. It is also difficult to compare results across the entire studies.
Vroom and Yetton model simplifies the application of rules and helps the managers in the identification of the best feasible sets of decision procedures for every situation. The decision process flowcharts in the model predetermine the effectiveness of a leader’s decision. The leader’s decisions greatly affect the performance of the subordinates. This model gives the decision procedures for decisions which involve multiple subordinates.
The model helps in eliminating some of the procedures from the feasible set; however, its greatest weakness is its inability to indicate the best procedure amongst the remaining procedures. This model does not include some aspects of situation like extreme time constraints, and the amount of subordinate information. It only uses two outcome criteria: the acceptance and quality. Also, it does not capture some situational differences by failing to give a definite answer to the situation question.
Asking a question when the answer is obviously known is a waste of time even though it serves as a reminder. In the same way, time is wasted when incorrect statements or instructions are made, or when ideas are sought from individuals eager to express their own ideas.
Reference
Vroom, V.H. and Yetton. (1973). Leadership and Decision-making
Yuki, Gary. (2001). Leadership in Organizations, Seventh edition.
