Answered Questions - Decision-Making and Biased Opinions

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[...] Moreover, decision-making processes can be a source of challenge. Tung (2008) notes that cultures differ in their approach to decision-making, with some preferring collective and consensus-driven processes, while others lean towards individualistic and authoritative styles. Navigating these differences requires adaptability and a deep understanding of cultural nuances. In my perspective, these challenges underscore the need for cultural intelligence - the capability to adapt, communicate, and effectively function across cultural contexts (Earley & Ang, 2003). Leaders equipped with cultural intelligence can navigate the complexities of cross-cultural environments, fostering collaboration, innovation, and performance amidst diversity. [...]

[...] I regularly solicit feedback from peers, subordinates, and superiors. This practice not only helps me understand how my actions are perceived but also aids in aligning my leadership style with the needs of the team. Lastly, I engage in mindfulness meditation. Research by Reb and Atkins (2015) suggests that mindfulness enhances self-awareness and emotional regulation. As a leader, this practice helps me remain present, respond rather than react, and approach challenges with a calm and focused mind. For me, these reflective practices are transformative. [...]

[...] Furthermore, strategic thinking has become integral to my leadership approach. As posited by Schoemaker, Krupp, and Howland (2013), strategic leaders are adept at anticipating, challenging, interpreting, deciding, aligning, and learning. My encounters with crises have underscored the necessity of envisioning multiple scenarios and developing diverse strategies to navigate complex, uncertain terrains. Crisis management has transformed me into a leader who is adaptable, resilient, and strategically adept. These experiences have not only equipped me with skills to navigate crises but have also enriched my overall leadership practice, ensuring that I lead with foresight, agility, and resilience in diverse contexts. [...]

[...] Yukl (2010) highlights the significance of involving team members in the decision-making process. In the face of the incident, such an approach could have fostered a collective intelligence, drawing from the diverse insights of team members to innovate and adapt to the unfolding challenges. Sources: - Bass, B. M., & Riggio, R. E. (2006). Transformational Leadership (2nd ed.). Psychology Press. Available at: https://www.taylorfrancis.com/books/mono/10.4324/9781410617095/transformational-leadership-bernard-bass-ronald-riggio [Accessed: October 02, 2023] - Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books. Available at: https://books.google.com/books/about/Working_with_Emotional_Intelligence.html?id=ZNbsngEACAAJ [Accessed: October 02, 2023] - Yukl, G. (2010). [...]

[...] Answered Questions - Decision-Making and Biased Opinions 1)In your initial posting outline a critical incident, providing the organisational and cultural back-drop (you do not need to name the organisation). What was the incident? Why was this critical to you as a leader? What changed as a result of this for you personally? A critical incident that I can outline occurred within a multinational corporation with a strong hierarchical structure and a culture that emphasized traditional values and top-down management (Schein, 2010). [...]