1. Shared Decision Making:
The Hoy-Tarter
Simplified Model
© Hoy, 2003

2. Question
Should you involve subordinates in the decision-making process?
Natural systems --human relations Answer--
“Of Course!”
Rational systems-scientific management Answer--
Only if they have expertise.
Open systems-social science Answer--
“It Depends!”
© Hoy, 2003

3. Four Critical Questions
• Under what conditions should the leader involve subordinates in decision making?
• To what extent should subordinates be involved?
• How should the decision making group be structured and function?
• What is the role of the leader in participative leadership?
© Hoy, 2003

4. Assumptions of the Hoy-Tarter Model
As subordinates are involved in decision making located within their ZONE OF ACCEPTANCE, participation will be less effective.
As subordinates are involved in decision making outside their ZONE OF ACCEPTANCE, participation will be more effective.
As participants are involved in decision making for which they have MARGINAL EXPERTISE, their participation will be marginally effective.
As subordinates are involved in decision making for which they have MARGINAL INTEREST, their participation will be marginally effective.
© Hoy, 2003

5. Do subordinates have a personal stake in the outcome?
Zone of Acceptance
Do subordinates have a personal stake in the outcome?
YES NO
Outside Zone of
Acceptance
(Definitely include)
Marginal with
Expertise
(Occasionally include)
YES
Do subordinates
have expertise?
Marginal with
Relevance
(Occasionally include)
Inside Zone of
Acceptance
(Definitely exclude) NO
© Hoy, 2003

6. Another Important Question
Can you trust subordinates to make a decision in the best interest of the organization?
Thus there are three critical questions:
Do subordinates have a personal stake in the outcomes of the decision?
[The Relevance Question]
2. Do subordinates have the expertise to make a knowledgeable contribution?
[The Expertise Question]
3. Can you trust subordinates to make a decision in the best interest of the organization?
[The Trust Question]
© Hoy, 2003

7. Situations for Participative Decision Making
Democratic Conflictual Stakeholder Expert Noncollaborative
Relevance? Yes Yes Yes No No
Expertise? Yes Yes No Yes No
Trust? Yes No Yes/No Yes/No N/A
© Hoy, 2003

8. Decision Situations: Review
Democratic
Conflictual
Stakeholder
Expert
Noncollaborative
© Hoy, 2003

9. Decision Situations and
Degree of Involvement
Democratic--Maximum Involvement.
Conflictual--Limit Involvement (until trust is developed).
Stakeholder--Occasional Involvement (to educate).
Expert--Occasional Involvement (for better decisions).
Noncollaborative--No Involvement.
© Hoy, 2003

10. Decision-Making Groups
and Their Functions
Group
Consensus
Group
Majority
Group
Advisory
Individual
Advisory
Unilateral
Who is Leader Leader Leader Leader and Leader
Involved? and Group and Group and Group Selected
Individuals
Nature of Group shares Group shares Group shares Individuals No subordinate
Involvement? information, information, information, provide data, involvement
analyzes and deliberates, analyzes and discuss, and
reaches and votes on recommends recommend.
consensus action.
Who makes Group by Group by Leader with Leader with Leader Alone
the decision? Consensus Majority Rule Advice Advice
© Hoy, 2003

11. Five Leadership Roles
The integrator brings subordinates together for consensus decision-making. Here the task is to reconcile divergent opinions and positions.
The parliamentarian facilitates open communication by protecting the opinions of the
minority and leads through a democratic process to a group decision.
The educator reduces resistance to change by explaining and discussing with group
members the opportunities and constrains of the decisional issues.
The solicitor seeks advice from subordinate-experts. The quality of decisions is improved
As the administrator guides the generation of relevant information.
The director makes unilateral decisions in those instances where the subordinates have
no expertise or personal stake. Here the goal is efficiency.
© Hoy, 2003

12. Administrative Roles for
Decision Making
Role Function Aim
Integrator Brings together divergent positions To achieve consensus
Parliamentarian Facilitates open discussion To support reflective deliberation
Educator Explains and discusses issues To assure acceptance of decisions
Solicitor Solicits advice from teachers To improve quality of decisions
Director Makes unilateral decisions To attain efficiency
© Hoy, 2003

13. Participative Decision Making
A Normative Model for
Participative Decision Making
Relevance
YES NO
Marginal with
Expertise
YES
Outside Zone
Expertise
Marginal with
Relevance NO
Inside Zone
Trust
YES NO
1. Situation? Democratic Conflictual Stakeholder Expert Noncollaborative
2. Involvement? Yes and extensive Yes but limited Occasionally Occasionally None
and limited and limited
3. Decision Group Group Group Group Individual Unilateral
Making Consensus Majority Advisory Advisory Advisory
Structures
4. Role of Integrator Parliamentarian Educator Educator Solicitor Director
Superior?
© Hoy, 2003