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  1. Analyzing Leadership Decisions.Marcus Selart - 2010 - In A Ledership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 47-70.
    In this chapter it is pointed out that leaders who make decisions normally rely on both their intuition and their analytical thinking. Modern research shows that intuitive thinking has the potential to support the analytical, if used properly. Leaders must therefore be aware of the possibilities and limitations of intuition. Fresh thinking and innovation are key elements in leadership analysis, thus creative problem-solving is an important complement to traditional leadership thinking. Creative leaders work extensively with both intuition and logic. They (...)
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  • Implementing Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 123-143.
    In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for (...)
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  • 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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  • Explanations of Effects of Prior Income Changes on Bying Decisions.Niklas Karlsson, Tommy Gärling & Marcus Selart - 1999 - Journal of Economic Psychology 20:449-463.
    Two experiments with undergraduates as subjects tested explanations of how a prior temporary income change influences choices between buying and deferred buying. In Experiment 1 predictions from the behavioral life-cycle theory (Shefrin & Thaler, 1988), the renewable resources model (Linville & Fischer, 1991) and the loss-sensitivity principle (Garling & Romanus, 1997) were contrasted. The results are inconsistent with the latter two explanations since the framing of buying as positive (buying a new model of a product) or negative (replacing a broken (...)
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  • Effects of Mental Accounting on Intertemporal Choice.Niklas Karlsson, Tommy Gärling & Marcus Selart - 1997 - Göteborg Psychological Reports 27 (5).
    Two experiments with undergraduates as subjects were carried out with the aim of replicating and extending previous results showing that the implication of the behavioral life-cycle hypothesis (H. M. Shefrin & R. H. Thaler, 1988) that people classify assets in different mental accounts (current income, current assets, and future income) may explain how consumption choices are influenced by temporary income changes. In both experiments subjects made fictitious choices between paying for a good in cash or according to a more expensive (...)
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