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Predicts what kinds of situations call for different degrees of group participation

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After evaluating a problem’s attributes, a leader can choose a decision path on one of two decision trees that determines the decision style and specifies the amount of employee participation.

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The impact of the decision on the organization. Subordinates are involved when decision significance is high.

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The time pressure for making a decision may preclude involving subordinates.

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The manager makes the decision alone and then announces or “sells” it to the group.

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The manager empowers the group to define the problem's nature and parameters, enabling them to devise a solution.

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The manager presents the program to group members individually, gathers their suggestions, and then makes a decision.

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The manager presents a problem to the group, defines its boundaries, and facilitates discussions for decision-making.

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The manager presents the problem to the group members at a meeting, gets their suggestions, and then makes the decision.

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Subordinate participation in decision making depends on the characteristics of the situation.

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No one decision-making process is best for all situations.