Implications and drivers of strategic leader indecision

Abstract

Decision-making is one of the core strategic leadership functions across all organisational types. To that end, there is a large body of research on when and how leaders make decisions, but a paucity of academic literature on when and why strategic leaders are plagued by indecision. Further, understanding the drivers of strategic leaders’ indecision is critical, given the implications for organisational success. Premised on the perceived challenge of strategic leaders’ indecision, this exploratory research sought to understand the drivers and implications of indecision by upper echelon decision-makers of a regulated and complex organisation operating in Sub-Saharan Africa. Using a qualitative research design, data was collected through twenty one-on-one semi-structured, in-depth interviews with upper-echelon leaders within a regulated and complex organisation. Thematic analysis yielded findings clustered along three broad themes of drivers of indecision, reasons for indecision and implications for indecision for an organisation. The study revealed that indecision resulted from hierarchy, complexity, lack of trust, and fear of failure. This happened because of fear of accountability, avoidance of conflict, geographic jurisdiction, and power influence. The findings revealed the financial and non-financial implications of indecision. The study showed ways to mitigate indecision—namely, bold and courageous leadership, and leadership transformation. The study contributes to the upper echelon and behavioural decision-making literature by shedding new light on the antecedents and outcomes of senior leader indecision. Upper echelon decision-makers may use the insights from the conceptual framework to assess the phenomenon of indecision in their respective organisations; to the extent that it exists, and consider the recommendations to mitigate such indecision.