The first job of a leader is to make decisions. To fail to make decisions is to abdicate leadership. There is no simple formula for decision making. Leaders face making decisions in a pressure-packed environment of inadequate input, conflicting recommendations, scarce resources, and budget constraints that limit options.
How can the new leader be thorough and methodical in analysis and problem solving, without falling into analysis paralysis? President Kennedy had an advisor from Harvard who droned on and on saying, “On the on hand…on the other hand… or on the other hand.” JFK stopped him and said, “Please pick a hand.” When the advisor looked at him quizzically JFK simply said, “Now is the time for you to pick a hand.”
Paul Hersey, Ken Blanchard and Dewey Johnson in Management in Organizational Behavior point out that there is no one decisional style that fits all circumstances. The new leader does not get locked into a single style, no matter how comfortable that style may be. There are four major approaches:
- Authoritative
- Facilitative
- Consultative
- Delegative
Authoritative decision making applies in situations in which the leader has information and experience to make a decision, makes the decision and then and announces that decision to subordinates. In crisis situations and in situations in which subordinates have little to offer, this is an appropriate style.
Consultative decision making also involves the leader making the final call but only after knowledgeable and willing followers offer their input. When others can increase the likelihood of a good decision, the leader is a fool not to ask. However, the leader should make it very clear that she will make the final decision and may not follow the advice given.
Facilitative decision making is a cooperative effort in which the leader and the followers reach a shared decision. In this case the leader actually shares authority so it is very important that those followers have both knowledge and the positive motivation to help make the best decision.
Delegative decision making is used when followers have the knowledge and experience to make a decision and then recommend a course of action to the leader. The leader throws the ball to others, and stands back to let them make the shot to the basket. The new leader realizes that, with the educated staff found in the modern workplace, one style does not work. The new leader is flexible.
