Constructive controversy, the Vroom-Yetton model, and managerial decision-making
Article first published online: 17 SEP 2007
Copyright © 1986 John Wiley & Sons, Ltd.
Journal of Organizational Behavior
Volume 7, Issue 2, pages 125–138, April 1986
How to Cite
Tjosvold, D., Wedley, W. C. and Field, R. H. G. (1986), Constructive controversy, the Vroom-Yetton model, and managerial decision-making. J. Organiz. Behav., 7: 125–138. doi: 10.1002/job.4030070205
- Issue published online: 17 SEP 2007
- Article first published online: 17 SEP 2007
- Manuscript Revised: 10 OCT 1985
- Manuscript Received: 17 JUL 1985
- Natural Sciences and Engineering Research Council and the Social Sciences and Humanities Research Council of Canada
Empirical tests have indicated that following the Vroom-Yetton Normative Model of leadership predicts reliably to successful managerial decision-making. However, it does not consider the kind of social interaction among decision makers. Recent experiments have demonstrated that controversy constructively discussed can facilitate decision-making. To see whether constructive controversy can supplement the Vroom-Yetton model, 58 managers enrolled in an executive-level MBA programme described a successful and unsuccessful decision-making experience by answering the Vroom-Yetton questions and by indicating the extent those involved in making the decision experienced constructive controversy. Results indicate that both the Vroom-Yetton model and constructive controversy are significantly related to successful decision-making. A regression analysis indicated that constructive controversy accounted for 45 per cent of the variance of decision success whereas the Vroom-Yetton model accounted for 5 per cent. While the Vroom-Yetton model is useful at the preplanning stage for choosing a decision style, much greater contribution is provided by constructive discussions of opposing opinions when actually generating the decision.