 The role of leadership decision styles on the use and effectiveness of Information SystemsMakoto Nakayama and Norma G. Sutcliffe International Journal of Information Systems and Change Management, 2008, vol. 3, issue 1, 3-15 Abstract: Decision-making is an outcome of mental cognitive processes that lead to the selection of a course of action among several alternatives (Reason, 1990). Given this definition, do the dynamics of decision-making in a group between leader and members affect how well that group uses Information Systems (IS) for achieving group goals? That is, how do a group's decision-making practices influence how the IS are used within that group? Do the information flows fit with the leader's style for delegating decision-making in the group? Because information or meaningful data is the fuel for good decision-making, a group needs to align its use of IS with the prevalent decision styles to enhance its effectiveness. Then, this article analyses the managerial implications given the current environment that leaders face. Future research directions are also explored. Keywords: decision styles; information processing requirements; information systems; information system architecture; information system requirements; leader–member exchange; LMX; leadership styles; decision making behaviour; group decision making; information flows. (search for similar items in EconPapers) Downloads: (external link) Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:ids:ijiscm:v:3:y:2008:i:1:p:3-15 Access Statistics for this article More articles in International Journal of Information Systems and Change Management from Inderscience Enterprises Ltd |
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