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Organizational Leadership Decision Making in Asia: The Chinese Ways

In: Culture and Gender in Leadership

Author

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  • Alexandre A. Bachkirov

    (Sultan Qaboos University)

Abstract

Decision making constitutes the essence of leadership. Whether it is related to strategy formulation, corporate policies on sustainability, a product range review, a budget approval, or the agenda of a meeting, the leader’s role is fundamentally about making decisions. The outcomes of good leadership decisions are numerous and important: strong follower commitment, smooth teamwork, strong employee motivation and job satisfaction, enhanced performance, sustained competitive advantage and, ultimately, superior value creation for customers and shareholders. Not surprisingly, organizational decision processes in general have been persistently investigated and discussed (Bazerman & Moore, 2008; Beach & Connolly, 2005; Shapira, 1997), and decision making as the primary leadership activity has been continuously emphasized (Kotter, 1990; Mintzberg, Ahlstrand & Lampel, 1998; Yukl, 2002). As a distinct research domain, leadership decision making has remained in the focus of scholarly attention for decades (Aldag, 2012; Guerra-Lopez & Blake, 2011; Lipshitz & Mann, 2005; Paul & Ebadi, 1989; Simon, 1997; Vroom & Yetton, 1973;Westaby, Probst & Lee, 2010).

Suggested Citation

  • Alexandre A. Bachkirov, 2013. "Organizational Leadership Decision Making in Asia: The Chinese Ways," Palgrave Macmillan Books, in: James Rajasekar & Loo-See Beh (ed.), Culture and Gender in Leadership, chapter 6, pages 111-137, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-31157-3_7
    DOI: 10.1057/9781137311573_7
    as

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