AN EVALUATION OF TWO ALTERNATIVES TO THE VROOM/YETTON NORMATIVE MODEL.

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Abstract
The article evaluates two alternatives to a contingency model of leader behavior. The models in question are in response to the Vroom/Yetton contingency model. The Vroom Yetton model attempts to prescribe decision making methods for managers' use of discretion that may have foreseeable consequences on subordinates. The results of the comparison display that the relative complexity of the Vroom/Yetton model are warranted. According to the author, the model explains a significant variance in decision making criteria beyond the capabilities of the alternatives in question.

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