My research concerns the impact of leadership styles on the performance of complex organizations. We are interested primarily in the role of leaders in the decision-making process. A taxonomy of alternatives has been developed varying in the amount of participation afforded subordinates in the making of decision. This taxonomy is an integral part of two research programs. The first program is aimed at the consequences of various amounts of participation for such outcomes as the quality of decisions reached, the degree of commitment to decisions, the time taken and the development of subordinates. This research supports a contingency view of leadership and in fact has lead to the development of a prescriptive model which can take the form of a computer based expert system.
The second research program examines the extent to which leaders do in fact involve subordinates in decision-making including the joint effects of situational variables and individual differences. An integral part of this activity has been the development of a computer based technology for assessing a leader's style including the decision rules that he or she employs in deciding when and where to involve others. A current interest is the degree to which these decision rules can be modified through training.
Vroom, V. H., & Jago, A. (1988). The new leadership: Managing participation in organizations. Englewood Cliffs, NJ: Prentice-Hall.
Vroom, V. H., & Deci, E. L. (Eds), (1992). Management and motivation. London, England: Penguin Books.