Analyzing leadership decisions

Abstract: In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and logic. They also often work with metaphors, analogies, images and imagination to create dynamism in the analysis of a problem. Many leaders come in daily contact with problems that are not necessarily self-generated. It is therefore important that they have the opportunity to take an outside perspective on the situation. They must be able to define the problems which are of strategic importance for the activity. Leaders should not allow themse

Angaben zum Objekt

• Standort: Deutsche Nationalbibliothek Frankfurt am Main
• Umfang: Online-Ressource, 46 S.
• Sprache: Englisch
• Anmerkungen: Preprint ; begutachtet (peer reviewed) ; In: Selart, Marcus (Hg.): A Leadership Perspective on Decision Making. 2010. S. 46. ISBN 978-82-02-25428-5

Beteiligte, Orts- und Zeitangaben

• Ereignis: Veröffentlichung
• (wo): Oslo
• (wer): Cappelen Damm
• (wann): 2010
• Beteiligte Personen und Organisationen: Selart, Marcus

Weitere Informationen

• URN: urn:nbn:de:0168-ssoar-53937-6
• Rechteinformation: Open Access; Open Access; Der Zugriff auf das Objekt ist unbeschränkt möglich.
• Letzte Aktualisierung: 14.08.2025, 10:46 MESZ