Constructive Controversy, the Vroom-Yetton Model, and Managerial Decision-Making

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