dc.contributor.author |
Motloung, Musa
|
|
dc.contributor.author |
Lew, Charlene
|
|
dc.date.accessioned |
2023-06-09T06:18:56Z |
|
dc.date.available |
2023-06-09T06:18:56Z |
|
dc.date.issued |
2023-06 |
|
dc.description.abstract |
PURPOSE : The research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.
DESIGN/METHODOLOGY/APPROACH : Following a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.
FINDINGS : The findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.
RESEARCH LIMITATIONS/IMPLICATIONS : The findings are based on a single-case exploratory design but represent geographical diversity.
PRACTICAL IMPLICATIONS : The research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.
ORIGINALITY/VALUE : The study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization. |
en_US |
dc.description.department |
Gordon Institute of Business Science (GIBS) |
en_US |
dc.description.librarian |
hj2023 |
en_US |
dc.description.uri |
https://www.emerald.com/insight/publication/issn/0143-7739 |
en_US |
dc.identifier.citation |
Motloung, M. and Lew, C. (2023), "Drivers and consequences of strategic leader indecision: an exploratory study in a complex case", Leadership & Organization Development Journal, Vol. 44 No. 4, pp. 453-473. https://doi.org/10.1108/LODJ-10-2021-0457. |
en_US |
dc.identifier.issn |
0143-7739 |
|
dc.identifier.other |
10.1108/LODJ-10-2021-0457 |
|
dc.identifier.uri |
http://hdl.handle.net/2263/91066 |
|
dc.language.iso |
en |
en_US |
dc.publisher |
Emerald |
en_US |
dc.rights |
© 2023, Musa Motloung and Charlene Lew. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. |
en_US |
dc.subject |
Strategic leader indecision |
en_US |
dc.subject |
Upper echelons |
en_US |
dc.subject |
Strategic decision-making |
en_US |
dc.subject.other |
SDG-05: Gender equality |
|
dc.title |
Drivers and consequences of strategic leader indecision : an exploratory study in a complex case |
en_US |
dc.type |
Article |
en_US |