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Kinetic Leadership: Decision-making in Action

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  • Jeffrey Darville

    (Assistant Professor Dr. Jeffrey Darville, American University in the Emirates, Dubai, UAE)

Abstract

Kinetic leadership: Decision-making in action provides a theoretical perspective derived from a model of leadership for top management teams in decision-making processes. This model is based on research and literature on groups, teams, decision-making, conflict and leadership. The results of scholarship on leadership and decision-making have influenced management and administration over the last 50 years. This research framework will focus on the relationships between decision-making and conflict in leadership for top management teams through group dynamics in terms of procedural rationality and collaboration. It will trace the progress of decision-making as a social construct and key leadership skill. The impact of leadership on decision-making is highly significant for individuals, groups, and organizations as future research in this area is proposed.

Suggested Citation

  • Jeffrey Darville, 2019. "Kinetic Leadership: Decision-making in Action," European Journal of Studies in Management and Business, EUROKD, vol. 10, pages 13-24.
    • Handle: RePEc:bco:mbrqaa::v:10:y:2019:p:13-24
    DOI: 10.32038/mbrq.2019.10.03
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    References listed on IDEAS

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    3. Daniel Kahneman, 2003. "Maps of Bounded Rationality: Psychology for Behavioral Economics," American Economic Review, American Economic Association, vol. 93(5), pages 1449-1475, December.
    4. Busenitz, Lowell W. & Barney, Jay B., 1997. "Differences between entrepreneurs and managers in large organizations: Biases and heuristics in strategic decision-making," Journal of Business Venturing, Elsevier, vol. 12(1), pages 9-30, January.
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