Delegating leadership responsibilities to internal groups presents the challenge of building a strong structure with a clear understanding of the process. On the other hand, if the leader excludes his or her followers from the decision-making process, newly formed relationships will suffer. The normative decision-making model offers a recommendation for ways in which leaders “adapt their decision-making style depending on the degree to which the quality of the decision is important and the likelihood that employees will accept the decision (Nahavandi, 2015).” An easy first step for leaders is to understand how many people will be affected by the decision (Nahavandi, 2015). Does it affect just one individual or does the impact affect the entire group? Using the decision tree on page 76 of Nahavandi's The Art and Science of Leadership (2015), leaders can effectively identify the appropriate decision-making style needed. A leader must adopt an autocratic style when the quality of the decision is not significant, when employees do not agree, and when employees do not agree with the organization's goals (Nahavandi, 2015). While a consultative style is necessary when employees will have responsibility for implementation; especially when employees agree with the overall goals of the organization (Nahavandi, 2015). Finally, “the group-oriented decision-making style should be used when the leader does not have all the information and