Abstract
Purpose. This phenomenological qualitative study explored the decision-making processes of leaders who have recognized poor decisions and developed insights to improve their practices and policies.
Theoretical Framework. The study contributes to existing theoretical frameworks such as Perry’s scheme of intellectual development and the ethical leadership framework, while integrating concepts of science thought leadership (STL).
Methodology. The researcher interviewed leaders from diverse organizations with at least 5 years of experience managing and supervising employees. The study used in-depth interviews to identify key themes, including the recognition of bad decisions, the impact of organizational morale, and the evolution of decision-making processes.
Findings and Conclusion. Findings highlight the importance of ethical considerations, stakeholder engagement, and adaptive leadership styles in enhancing decision-making effectiveness. The participants emphasized the role of self-reflection, communication, and ethical judgment in navigating complex challenges and promoting organization resilience. By advancing understanding in this field, the study provides valuable insights for leadership development and organizational success in an ever-evolving world. Limitations include a potentially small sample size. There is confidence in the generalizability of the studies and implications for a broader environment.
Recommendations. The practical implications include strategies for fostering resilient leadership and enhancing crisis decision-making capabilities. The study also identifies areas for future research, such as exploring cultural influences and industry-specific challenges in leadership decision-making.