A Critique of the Vroom-Yetton Contingency Model Of Leadership Behavior

Abstract

The Vroom-Yetton contingency model of leadership behavior is described and critiqued. While there is some evidence for the validity of the model, the use of concurrent validation with self-report data seriously questions this validity. The model is of limited utility because it deals with only one aspect of leader behavior and is not as parsimonious as alternative models.