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In this research an empirical evaluation of the validity of the Vroom-Yetton contingency model of leadership behavior is performed. Native to the model, managers from a variety of organizations described 181 actual problem-solving or decision-making situations and their behavior in these situations. The model was then employed to predict ratings of the technical quality, subordinate acceptance, and the overall effectiveness of the final solutions chosen or decision made. Substantial support for the model and its various components was obtained. Its concurrent validity was greater than that of a noncontingent model proposed by other theorists. However, the validity of the Vroom-Yetton model is due, in large measure, to relationships between agreement with the model and subordinate acceptance of or commitment to these decisions. Relationships with decision quality were smaller. Reasons for this difference and possible deficiencies in the model are discussed. (Author)
Vroom et al. (Sat,) studied this question.
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