Document Type
Article
Publication Date
7-1-2013
Abstract
Ineffective decision making at the top rungs of organizations is a perennial concern, yet empirical research into the decision styles of corporate leaders is scant. Conceptually sound and psychometrically validated constructs for alternative decision styles of corporate leaders are rare. This study develops and validates a multi-dimensional measure of different decision styles used by corporate leaders. Structural equation modeling is used to examine if different decision styles are associated with different performance outcomes for strategic decisions related to new opportunities. The three dimensions of decision styles evidence convergent and discriminant validity in a sample of 100 Corporate Leaders. In addition, the different decision styles relate differently with individual and organizational outcomes. Surprisingly, the integrative decision style achieves satisfactory psychometric properties but is inert to performance outcomes. Possible directions for future research are also discussed.
Keywords
executives--decision making, corporate governance, comparative management, innovation, corporate leadership, managerial cognition, decision making
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Sanger, Sherry, "Decision Styles of Corporate Leaders: Do Differences Make a Difference" (2013). Student Scholarship. 157.
https://commons.case.edu/studentworks/157