Leadership and Decision-making: A Study on Reflexive Relationship Between Leadership Style and Decision-making Approach

Kayode, Bakare Kazeem

doi:10.9734/bjesbs/2014/5514

Cited by 13 publications

(16 citation statements)

References 18 publications

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“…The management of the COVID‐ 19 crisis means overcoming this crisis and the resulting crises by other scientific and administrative tools, avoiding its negatives and benefiting from its positives, to achieve balance and adapting to the various local and global variables and examining their effects and consequences in all fields. These findings agreed with the results of Kayode, Mojeed, and Fatai (2014) indicated that participatory decision‐makers style and consultative decision are the most favorite. As well as, Miller and Monge (1988) emphasized the participation in the decision‐making process.…”

Section: Resultssupporting

confidence: 91%

The Role ofDecision‐makerin Crisis Management: A qualitative Study Using Grounded Theory (COVID‐19 Pandemic Crisis as A Model)

Al-Dabbagh

2020

J Public Affairs

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Given the seriousness of the results of the COVID-19, countries had to intensify their efforts to confront this pandemic, and put plans to manage this crisis to face its severe economic, health, educational, and social consequences. That is why state institutions are keen to use various strategies that emphasize participation among workers in these institutions and all members of society, and collective decisionmakers in thinking and implementation, then follow-up and evaluate. And they are also keen in activating these strategies through forming committees, work teams, organizing data on crises, preparing, and training individuals to face this pandemic and reduce its destructive effects. The inability of decision-makers to make critical decisions in times of crises and inconsistencies in making them, as well as the lack of efficiency in developing good political standards, lack of skills, in addition to protocols, and the environment that are not supportive of making such decisions in times of crisis, is a matter of concern that may result in heavy losses on all levels, highlighting the need to conduct this study to generate a broad conceptual theory about the role of decision-makers in times of crisis (COVID-19 pandemic as a model) to illustrate how the decision-makers should make positive decisions in crisis, strategies, and skills and roles of them in crisis management. 1.1 | Crisis management Al-Helou (2011) stated that crisis management is an administrative approach to deal with crisis conditions and to prepare and plan of how to confront them, which is an administrative method that primarily depends on the ability to predict crises and develop scenarios for them through examining and diagnosing weaknesses in administrative organization and placing them under close supervision in anticipation of their explosion and the emergence of a genesis. The science of crisis management as an intermediate field between sociology, psychology, and other social sciences, which led to its development according

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Section: Resultssupporting

confidence: 91%

The Role ofDecision‐makerin Crisis Management: A qualitative Study Using Grounded Theory (COVID‐19 Pandemic Crisis as A Model)

Al-Dabbagh

2020

J Public Affairs

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“…The analysis used a qualitative research design where leaders from the Institute of Education International Islamic University Malaysia in 2012-2013 were used to gather data from participants on both leadership styles and decision-making in a semi-structured interview. The study's results indicate that, while leadership and decision-making styles are opaque in theory, they are closely related in reality (Kayode-Mojeed-Fatai, 2014).…”

Section: The Impact Of Artificial Intelligence On Decision Makingmentioning

confidence: 83%

“…The THOR project of Kejriwal (2019) as well the research papers by Kayode, Mojeed and Fatai (2014), Rabova, Konecny and Matiasova (2005) and Duan, Edwards and Dwivedi (2019) support the hypothesis -A.I. can have a big impact on leadership regarding the decision making process.…”

Section: The Impact Of Artificial Intelligence On Decision Makingmentioning

confidence: 94%

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The Impact of Artificial Intelligence on Leadership in the Corona Crisis

Solderits¹

2022

Pandémia – Fenntartható Gazdálkodás – Környezettudatosság

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This publication researches the hypothesis: Artificial intelligence can support leadership in the Corona crisis. The purpose of the article is a literature review of the state of the art of artificial intelligence and research about the impact of artificial intelligence on leadership, based on human behavior in the Corona crisis. The result shows that artificial intelligence can have a significant impact on leadership in the Corona crisis. An application of the results could be an early warning system which, with the help of artificial intelligence, recognizes catastrophes and possible resulting crises in the early stages and shows ways of counteracting them.

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“…In addition, it is also stated in the literature that leaders with strong leadership skills should have certain characteristics, such as vision, and that leaders focus on guiding employees with an innovation that is in line with the vision of the organization. It is also emphasized the importance of a leader being competent to make decisions by balancing many variables at the same time [12,13]. Based on this theoretical background, the basic leadership characteristics are determined as encouraging, guiding/coaching, effective communication, being innovative/creative, creating mission/vision, problem-solving, and decision-making in this paper.…”

Section: Introductionmentioning

confidence: 99%

Leadership Selection with the Fuzzy Topsis Method in the Hospitality Sector in Sultanahmet Region

Ulucan

Aksakal

2022

Mathematics

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The changing perception towards leadership reveals that different leadership types are felt to be needed to deal with different problems that modern organizations face. Even though there is lots of research which focuses on the effects of different leadership types on organizations’ performance, there is no research to be found which only focuses on employees’ perceptions. Therefore, this paper aimed to figure out the most important leadership characteristic for employees and their choice of leaders to work with. In order to reach these goals, a two-sectioned survey was given to eight hospitality employees in the Sultanahmet Region. Since the evaluations of the employees are subjective, the answers were analyzed with the Fuzzy TOPSIS method by transfiguring the verbal assessments of the participants into numbers to ease the decision-making process. With regard to the results, the most important leadership characteristics discovered were: being a guide to the followers, being capable of creating mission and vision, and encouraging the followers. According to employees’ leader choices, the results showed that the hospitality employees in the Sultanahmet region mostly want to work with Transformational Leaders. Considering the implementation and the results, this paper is important as a pioneering study, which will fill the gap in the literature about investigating employees’ leadership preferences and choices.

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Leadership and Decision-making: A Study on Reflexive Relationship Between Leadership Style and Decision-making Approach

Cited by 13 publications

References 18 publications

The Role ofDecision‐makerin Crisis Management: A qualitative Study Using Grounded Theory (COVID‐19 Pandemic Crisis as A Model)

The Role ofDecision‐makerin Crisis Management: A qualitative Study Using Grounded Theory (COVID‐19 Pandemic Crisis as A Model)

The Impact of Artificial Intelligence on Leadership in the Corona Crisis

Leadership Selection with the Fuzzy Topsis Method in the Hospitality Sector in Sultanahmet Region

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