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Decision making: Social and creative dimensions

In Carl Martin Allwood & Marcus Selart (eds.), Decision making: Social and creative dimensions. Springer Media (2010)

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  1. Structuring the Decision Process.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 97-120.
    This chapter includes a discussion of leadership decisions and stress. Many leaders are daily exposed to stress when they must make decisions, and there are often social reasons for this. Social standards suggest that a leader must be proactive and make decisions and not flee the situation. Conflict often creates stress in decision-making situations. It is important for leaders to understand that it is not stress in itself that leads to bad decisions, rather, bad decisions may be the result of (...)
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  • Facilitating Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 73-94.
    This chapter illustrates that in order to reach a decision a leader must decide which persons should be involved in the process and when. A relatively common method of involving others is delegating the decision to a group. A main objective of this is often to generate as many innovative ideas as possible, and different techniques can be employed for this, including brainstorming. The proposal generated must then be validated by the group using different criteria on the basis of which (...)
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  • Developing as a Leader and Decison Maker.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 147-176.
    This chapter makes it clear that a significant element of both leadership and decision making is the development aspect. Leaders develop in their decision making by being confronted with difficult decision situations. However, they also develop through various forms of systemized training and education. Different leaders tend to develop in different directions. For this reason, one can identify a number of key leadership styles based on different ways of leading. These different styles are appropriate for various types of organization. Some (...)
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  • Decision Processes in Organizations.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 17-43.
    In this chapter, it is demonstrated that the concepts of leadership and organization are closely linked. A leader should initially get to know the organizational culture as well as possible. Such a culture can for example be authoritarian and conformist or innovative and progressive in nature. The assumption is that leaders are influenced by their own culture. Strategic decisions are characterized by the fact that they are new, complex and open in nature, and being able to develop a strategy is (...)
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  • The Influence of Emotions on Trust in Ethical Decision Making.Wing-Shing Lee & Marcus Selart - 2014 - Problems a Perspectives in Management 12 (4):573-580.
    This paper attempts to delineate the interaction between trust, emotion, and ethical decision making. The authors first propose that trust can either incite an individual toward ethical decisions or drag him or her away from ethical decisions, depending on different situations. The authors then postulate that the feeling of guilt is central in understanding how trust affects the ethical decision making process. Several propositions based on these assumptions are introduced and implications for practice discussed.
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