ABSTRACT
People-oriented competencies are so central to leadership that sometimes they are considered essentially synonymous with it. The distinctions among subtypes and other competencies are most important with consulting, decisiveness, and delegation. In the simplest sense, they can be arrayed on a spectrum, with authoritarian decision-making at one extreme, consultation as a decision-making model in the middle, and delegation at the other extreme, where authority is given over to subordinates. The main factors Vroom and Yetton point to in determining the correct approach in any given situation are the importance or nature of the decision quality, subordinate information, problem structure, subordinate decision acceptance, subordinate alignment with organizational goals, and subordinate consensus. Developing staff focuses on assisting employees to be comfortable in their positions, reach higher levels of productivity over time, and prepare for future prospects.
