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There are five decision-making styles:

Autocratic 1 – Problem is solved using information already available.

Autocratic 2 – Additional information is obtained from group before leader

makes decision.

Consultative 1 – Leader discusses problem with subordinates individually,

before making a decision.

Consultative 2 – Problem is discussed with the group before deciding.

Group 2 – Group decides upon problem, with leader simply acting as chair.

The style is chosen by the consideration of seven questions, which form a

decision tree. This is described in Leadership and Decision Making, by V.H.Vroom

and P.W.Yetton, pp.41-42, published by University of Pittsburgh Press, 1973.

The Transactional Model

Hollander, E. P. (1964) Leaders, Groups, and Influence. New York: Oxford

University Press.

The transactional approach by Edwin Hollander (1964) states that "the

interaction between a particular leader and a particular follower will change

over time based on such things as the changing confidence level of the leader

and of the follower, and other environmental changes that may be subtle and are

often difficult to document." A "behind the scenes" leader, whose

behavior prevents a crisis from happening in the first place, might go

unnoticed, unappreciated and unstudied. This kind of leader develops the

strength of others and furthers the effectiveness of the organization.

Hollander, Edwin P. (1978); Leadership Dynamics – a practical guide to

effective relationships. New York: The Free Press (Macmillan Publishing Co.,Inc)

Hollander uses this book to illustrate his points on leadership and to

emphasize his views presented in as the Transactional Approach of leadership.

His primary focus is to show leadership as being something which is dependent on

many different forces, few of which any designated leader may have control over.

Though he emphasizes characteristics which are useful to leaders, he also

explores how the same characteristics can hinder the leaders effectiveness -

which leadership is, for Hollander, measured by. Along with characteristics the

leader may or may not hold, Hollander explores characteristics of the followers

and the situation.

To be credible as a leader is essential, as is the ability to balance the

importance placed on task initiation and group relationships. Hollander gives

examples through out the book sighting how essential a complete understanding of

the situation, and oneUs co-workers/ subordinates, in order to accomplish a goal

(another much needed element in effective leadership). Though he stresses the

importance of the realization of all these aspects by the leader, Hollander also

further develops the role the follower plays in affecting the leader and the

situation. Not only does the leader need to be in touch with the followers, the

followers need to be in touch with the leader and each group affects the other

both in positive and negative ways. Some of the things on which the leaders

success depends are the expectations, the personalities. the competence and the

motivation of the followers as well as the structure, setting, and resources the

situation provides. These things are beyond the leaders initial control yet are

important considerations.

Along with the interaction between those three properties (leader, follower,

and situational characteristics), things to keep in mind is how the leader

original obtained the position, how the position has been kept by the leader and

what factors have had what effect on the situation. Hollander stress the

importance of having legitimacy of position not through hierarchy but by

competency. He also stress the importance of being able to recognize change

happening within the situation. Whether planed or not, change will take place to

some extent and a good leader should be able to recognize the change, how it

will/ could effect the situation, and what therefore should be done.

Hollanders theory comes under the heading of Interactional theories (those

which recognize the importance of the situation and the follower), however he

claims a large difference is in his realization of the effect the follower has

on the leader and vice versa whereas most other Interactionl (or the RoriginalS

theory) concentrates on the leaders role in working with the follower and how

that work reflects on their leadership, though the follower does not take an

RactiveS part in affecting the leader and situation – something Hollander does

recognize.

HollanderUs approach also reflects that of the Contingency model (that

leaders and situations should be matched because certain situations call for

certain leadership styles and leaders cannot change their style easily so they

need to RfitU in correct positions based on assessment of the situation and the

leader) though he differs from Fiedler and Chemers in that he suggests more

ability of the leader to form or change the situation. He also defines and

explains certain tactics of leadership which he finds to be important (such as

being somewhat flexible in rules/ definitions in order to allow followers the

chance to explore the situation and develop as people) which can be fulfilled to

a greater or lesser degree by all people whereas Fiedler and Chemers expect a

realization of ones personal strong

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