scholarly journals Emotional intelligence as a determinant of management decision-making styles

2021 ◽  
Vol 51 (3) ◽  
pp. 344-359
Author(s):  
Anatoly V. Karpov ◽  
◽  
Natalia V. Sidorova ◽  
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Diagnostic Methods ◽  
Management Decision ◽  
General Level ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Styles ◽  
Management Decision Making ◽  
Decision Making Processes

Introduction. Nowadays, management psychology structure consists of two major fundamental lines of research – psychological theory of managerial decision-making process and researches in the sphere of emotional intelligence and its influence on management activity and organizational resilience management overall. However, still there is almost total lack of researches carried out on the border line of these directions, causing a significant deterrence of development of each of these trends. In this regard, the main purpose of this research is to identify and explain the determinative influence of emotional intelligence on the stylistic differentiation of managerial decision-making processes. Materials and methods. The first group contains diagnostic methods - self-developed methodology of management decisions' stylistic differences diagnostics and D.V. Lucine's methodology «Emotional Intelligence». The second group contains, on the one hand, traditional mathematical-statistical data-processing methods (ANOVA), and on the other hand, methods based on the structural psychological analysis methodology. It is important to note that 304 people took part in this research on its different phases Results. Statistically significant differences were obtained both in the general level of emotional intelligence and in all its components (F = 3,02-8,54 at p≤0.03). Different style groups formed a certain sequence according to the degree of decrease in the total score of emotional intelligence: a group with a realization style – 104,3 points, with an authoritarian style – 93,9 points, with a marginal style – 89,7 points, with a situational style – 87,1 points, with a conniving style – 83,7 points. At the same time, the greatest organization of the structure was found among managers with a permissive style, and the least among respondents with a dominant authoritarian style. Discussion and conclusion. Much new evidence has been presented to identify and explain a general pattern based on the significant determinant influence of emotional intelligence on management decision-making styles. The research has proved that stylistic differences in the managerial decision-making processes stem from qualitatively heterogeneous structural patterns of emotional intelligence, but not only from its local characteristics.

scholarly journals SPECIFICITY OF THE RELATIONSHIP OF EMOTIONAL INTELLIGENCE AND STYLE FEATURES OF MANAGEMENT DECISIONS

2021 ◽  
pp. 19-31
Author(s):  
Анатолий Викторович Карпов ◽  
Наталия Викторовна Сидорова
Keyword(s):  
Decision Making ◽  
Emotional Intelligence ◽  
Methodological Approach ◽  
Negative Influence ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Decision Making Processes ◽  
Two Stages ◽  
Relationship Of ◽  
Structural Levels

Объектом исследования в данной работе выступили процессы принятия решения в деятельности управленческого типа. Цель исследования состояла в выявлении и интерпретации особенностей взаимосвязи эмоционального интеллекта и стилей принятия управленческих решений. Для решения поставленной цели использовался комплексный методологический подход, сочетающий два этапа организации, предполагающих его реализацию, соответственно, на аналитическом и структурном уровнях. Основной результат исследования состоит в установлении преимущественно негативного влияния эмоционального интеллекта на сравнительную эффективность предпочитаемых стилей принятия управленческих решений. Также установлено, что наряду со структурной детерминацией ЭИ оказывает значимое влияние на стилевые особенности процессов управленческих решений и на аналитическом уровне этой детерминации. Она представлена в ее триедином проявлении - как локальная, агрегативная и интегративная детерминация. The object of research in this work is decision-making processes in the sphere of management. The goal of the study was to identify and interpret the characteristics of revealed relationship between emotional intelligence and styles of decision-making processes. To solve this task, an integrated methodological approach was used that combines two stages of organization and involves its implementation both at the analytical and structural levels. The main result of the study lies in the fact that predominantly negative influence of emotional intelligence on the effectiveness of preferred styles of managerial decision-making processes was identified. Also it was found that along with structural determination, emotional intelligence has a significant impact on the style features of managerial decision making processes, as well at the analytical level of this determination. This determination is presented in its triune forms - local, aggregative and integrative ones.

scholarly journals Diagnostics of future directors readiness to solve non-standard tasks in the course of their professional activity

KANT ◽  
2020 ◽  
Vol 37 (4) ◽  
pp. 370-375
Author(s):  
Pavel Volegov ◽  
Elena Gitman
Keyword(s):  
Decision Making ◽  
Test Method ◽  
Professional Competencies ◽  
Management Decision ◽  
Professional Activity ◽  
Managerial Decision ◽  
Managerial Decision Making ◽  
Theatrical Performances ◽  
Management Decision Making ◽  
The Individual

The article deals with the initial formation of professional competencies in the field of managerial decision-making in non-standard situations in the course of professional activity, raises the problem of forming skills and abilities of non-standard thinking in bachelors, determines the conditions and causes of essential changes in bachelor Directors during experimental work. As the main method of diagnostics and testing to determine the initial level of management decision-making, the test method of author's situational tasks was used M.V. Chumakov "On-diagnostics of volitional qualities of the individual", as well as "Orientation test" by Bernard M. Bass. According to the results of the survey, the author revealed an insufficient level of formation of managerial decision-making skills in a non-standard situation for future Directors of theatrical performances. The presence of this problem confirmed the need to implement a specially developed module of pedagogical support for the process of its formation, as well as pedagogical conditions that contribute to its effective functioning. The results of the study may be useful in developing recommendations for teachers of creative universities on the development of professional competencies in the field of decision-making in non-standard situations.

scholarly journals STRUCTURAL MODEL DEVELOPMENT BASED ON EXPERT-PSYCHOLOGICAL APPROACH IN MANAGEMENT DECISION-MAKING PROCESSES

2017 ◽  
Vol 2017 (2) ◽  
pp. 191-195
Author(s):  
Татьяна Карлова ◽  
Tatyana Karlova ◽  
Александр Бекмешов ◽  
Aleksandr Bekmeshov ◽  
Марианна Михайлова ◽  
...  
Keyword(s):  
Decision Making ◽  
Structural Model ◽  
Model Development ◽  
Management Decision ◽  
Psychological Approach ◽  
Management Decision Making ◽  
Decision Making Processes

scholarly journals The Importance Of Cooperation Between Local Representatives And Public Institutions In Management Decision-Making

2021 ◽  
Vol 03 (09) ◽  
pp. 1-9
Author(s):  
Makhsad Isabayev Bakhodirovich ◽  
Keyword(s):  
Decision Making ◽  
Political Institutions ◽  
Public Institutions ◽  
Management Decision ◽  
Scientific Article ◽  
Political Decision ◽  
Management Decision Making ◽  
Decision Making Processes ◽  
Elected Representatives ◽  
Political Decision Making

In this scientific article, international and national legislation on citizens decision-making processes has been investigated, to what extent is the importance of public control in the process of political decision-making, the implementation of citizens' participation in local government directly by itself or through elected representatives (political institutions). Also, practical proposals aimed at increasing the participation of public structures in decision-making were made.

Managerial Decision Support in the Post-COVID-19 Era

2021 ◽  
pp. 225-241
Author(s):  
Jan Kalina
Keyword(s):  
Decision Making ◽  
Decision Support ◽  
Decision Support Systems ◽  
Management Practices ◽  
Support Systems ◽  
Management Decision ◽  
Managerial Decision ◽  
Massive Datasets ◽  
New Development ◽  
Decision Making Processes

The COVID-19 pandemic accelerated trends to digitalization and automation, which allow us to acquire massive datasets useful for managerial decision making. The expected increase of available data (including big data) will represent a potential for an increasing deployment of management decision support systems for more general and more complex tasks. Sophisticated decision support systems have been proposed already in the pre-pandemic times either to assist managers in specific decision-making processes or to perform the decision making fully automatically. Decision support systems are presented in this chapter as perspective artificial intelligence tools contributing to a deep transform of everyday management practices. Attention is paid here to their new development in the quickly transforming post-COVID-19 era and to their role under the post-pandemic conditions. As an original contribution, this chapter presents a vision of information-based management, which far exceed the rather limited pre-pandemic visions of evidence-based management focused primarily on critical thinking.

scholarly journals Statistics and Artificial Intelligence-Based Pavement Performance and Remaining Service Life Prediction Models for Flexible and Composite Pavement Systems

2020 ◽  
Vol 2674 (10) ◽  
pp. 448-460
Author(s):  
Orhan Kaya ◽  
Halil Ceylan ◽  
Sunghwan Kim ◽  
Danny Waid ◽  
Brian P. Moore
Keyword(s):  
Artificial Intelligence ◽  
Decision Making ◽  
Prediction Models ◽  
Pavement Management ◽  
Pavement Performance ◽  
Management Decision ◽  
Performance Models ◽  
Remaining Service Life ◽  
Management Decision Making ◽  
Decision Making Processes

In their pavement management decision-making processes, U.S. state highway agencies are required to develop performance-based approaches by the Moving Ahead for Progress in the 21st Century (MAP-21) federal transportation legislation. One of the performance-based approaches to facilitate pavement management decision-making processes is the use of remaining service life (RSL) models. In this study, a detailed step-by-step methodology for the development of pavement performance and RSL prediction models for flexible and composite (asphalt concrete [AC] over jointed plain concrete pavement [JPCP]) pavement systems in Iowa is described. To develop such RSL models, pavement performance models based on statistics and artificial intelligence (AI) techniques were initially developed. While statistically defined pavement performance models were found to be accurate in predicting pavement performance at project level, AI-based pavement performance models were found to be successful in predicting pavement performance in network level analysis. Network level pavement performance models using both statistics and AI-based approaches were also developed to evaluate the relative success of these two models for network level pavement performance modeling. As part of this study, in the development of pavement RSL prediction models, automation tools for future pavement performance predictions were developed and used along with the threshold limits for various pavement performance indicators specified by the Federal Highway Administration. These RSL models will help engineers in decision-making processes at both network and project levels and for different types of pavement management business decisions.

Antecedents and consequences of managerial decision-making styles in the Arabian Gulf

2019 ◽  
Vol 43 (7) ◽  
pp. 811-845 ◽  
Author(s):  
C. Muhammad Siddique ◽  
Hinna Fatima Siddique
Keyword(s):  
Decision Making ◽  
Survey Data ◽  
Arabian Gulf ◽  
Management Style ◽  
Managerial Decision ◽  
Gulf Region ◽  
Managerial Decision Making ◽  
Content Type ◽  
Decision Making Styles ◽  
Antecedents And Consequences

Purpose This paper aims to examine managerial decision-making approaches, their antecedents and consequences in the Arabian Gulf context. Using recent survey data, the study offers a critical assessment of prevailing myths about decision-making styles in the Arabian Gulf. Design/methodology/approach Survey data were collected from a sample of 432 managers working in public and private sector companies in the United Arab Emirates (UAE). A combination of statistical techniques including confirmatory factor analysis (CFA) and hierarchical regression analysis was used to test research hypotheses. Findings The findings of this study question the myth that UAE or Gulf managers mostly pursue consultative and participative styles of management. Most UAE managers continue to practice an autocratic and a pseudo-consultative style of decision-making, undermining the value of employee input in the decision-making process. The data revealed a strong negative relationship between autocratic management style and a range of personal and organizational outcomes such as job satisfaction, organizational commitment, organizational citizenship behavior, performance and innovative human resource management practices pertaining to work-family life balance and diversity programs. Most employees perceived autocratic management style as a major source of job stress, absenteeism and turnover. Socio-demographic characteristics of managers and their work organizations, considered as antecedents of decision-making styles, played a limited role in shaping decision-making approaches or their consequences. Globalization and associated socio-cultural changes that UAE and other Gulf region countries have experienced over the past two decades seem to have only a marginal impact on decision-making styles. Research limitations/implications Use of perceptual survey data places some constraints on the generalizability of our findings. Future research may address this issue with multiple data sources including an in-depth case study. Practical implications The findings of this research should be of special interest to both domestic and multinational companies in seeking alignment of their management approaches with the emerging competitive business environment in UAE and other Gulf countries. Theoretically, the paper documents the value of the continuum theory of managerial behavior in UAE and the Arabian Gulf context. Originality/value The study represents a first major effort to develop and test a comprehensive conceptual model of antecedents and consequences of managerial decision-making styles in UAE, which may be extended to other countries in the Arabian Gulf region. The value-added contribution of the study may be seen in its critical analysis of prevailing beliefs and assumptions about management practices in the Arabian Gulf.

Three perspectives on evidence-based management: rank, fit, variety

2018 ◽  
Vol 56 (10) ◽  
pp. 2085-2100 ◽  
Author(s):  
Peter F. Martelli ◽  
Tuna Cem Hayirli
Keyword(s):  
Decision Making ◽  
Science And Technology Studies ◽  
Management Decision ◽  
Evidence Based ◽  
Managerial Decision ◽  
Content Type ◽  
Rigorous Research ◽  
Central Notion ◽  
Management Decision Making ◽  
Cybernetic Theory

Purpose The debate on evidence-based management (EBMgt) has reached an impasse. The persistence of meaningful critiques highlights challenges embedded in the current frameworks. The field needs to consider new conceptual paths that appreciate these critiques, but move beyond them. The paper aims to discuss this issue. Design/methodology/approach This paper unpacks the concept of finding the “best available evidence,” which remains a central notion across definitions of EBMgt. For each element, it considers relevant theory and offers recommendations, concluding with a discussion of “bestness” as interpreted across three key dynamics – rank, fit, and variety. Findings The paper reinforces that EBMgt is a social technology, and draws on cybernetic theory to argue that the “best” evidence is produced not by rank or fit, but by variety. Through variety, EBMgt more readily captures the contextual, political, and relational aspects embedded in management decision making. Research limitations/implications While systematic reviews and empirical barriers remain important, more rigorous research evidence and larger catalogues of contingency factors are themselves insufficient to solve underlying sociopolitical concerns. Likewise, current critiques could benefit from theoretical bridges that not only reinforce learning and sensemaking in real organizations, but also build on the spirit of the project and progress made towards better managerial decision making. Originality/value The distinctive contribution of this paper is to offer a new lens on EBMgt drawing from cybernetic theory and science and technology studies. By proposing the theoretical frame of variety, it offers potential to resolve the impasse between those for and against EBMgt.

Decision‐making training in local government emergency management

2012 ◽  
Vol 1 (2) ◽  
pp. 159-174 ◽  
Author(s):  
Helen Sinclair ◽  
Emma E.H. Doyle ◽  
David M. Johnston ◽  
Douglas Paton
Keyword(s):  
Decision Making ◽  
Local Government ◽  
Emergency Management ◽  
Management Decision ◽  
Content Type ◽  
Emergency Operations ◽  
Emergency Managers ◽  
Decision Making Styles ◽  
Management Decision Making ◽  
Survey Approach

PurposeThe purpose of this paper is to contribute information and recommendations that could better equip emergency managers to prepare for and respond to emergencies and disasters, with a focus on improving their decision‐making capabilities during response.Design/methodology/approachA questionnaire‐based survey approach was used in this research and 48 different local government organisations participated. These results were examined in conjunction with contemporary emergency management decision‐making literature. A combination of closed and open ended questions was used, enabling qualitative and quantitative analysis.FindingsResults suggest that while there is information available about decision making, not all emergency managers are aware of the existence of this information or understand its relevance to emergency management. It is likely that those who did have a comprehensive understanding of decision making had gained this knowledge through non‐emergency management‐related courses. In total, 71 percent of participants said they would be interested in receiving more support regarding training and practice for decision making in Emergency Operations Centres.Originality/valueA wide body of research has investigated decision‐making styles. However, this paper shows that in the local government emergency management sector there is little awareness of the understanding of the different decision‐making approaches. In addition, for those organisations surveyed, there is a great desire for further training and practice in decision making. It is thus vital that this need is addressed, to further improve the future response of these organisations to emergencies.

scholarly journals Gender differences in senior management decision making in the New England Area Health Service

2004 ◽  
Vol 28 (1) ◽  
pp. 73
Author(s):  
Donna M Anderson
Keyword(s):  
Gender Differences ◽  
Decision Making ◽  
Health Service ◽  
New England ◽  
Management Decision ◽  
Senior Managers ◽  
Area Health Service ◽  
Management Decision Making ◽  
Decision Making Processes ◽  
Area Health

Data from a questionnaire administered to senior managers in the New England Area Health Service (NEAHS) was used to examine gender differences in decision-making processes. The study found that female managers were more likely to report that they included staff in decision-making processes. The small size of the population restricted the statistical analysis; more meaningful findings may result if the study were to be repeated using a larger population of senior managers.

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