Decision-Making Styles, Execution, and Accountability

Farid A. Muna and Ziad A. Zennie

Chapter 8 in Developing Multicultural Leaders, 2010, pp 121-143 from Palgrave Macmillan

Abstract: Abstract Over 40 years ago, Peter Drucker wrote, “Effective executives do not make a great many decisions. They concentrate on what is important … They know that the most time-consuming step in the process is not making the decision but putting it into effect” (Drucker, 1967). Drucker’s words hold true for most executives around the world, although the traditionally slow consensus-building practices of Japanese managers may not agree with the second half of his quote. We can say with conviction that the process of decision making (that is, how and when to decide) is still a critical leadership task. Furthermore, we believe that the decision-making process is greatly influenced not only by the organization’s culture, but also by national cultures and their unique contexts.

Keywords: Power Distance; Balance Scorecard; Power Sharing; Woman Leader; Region Style (search for similar items in EconPapers)
Date: 2010
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-29901-6_9

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DOI: 10.1057/9780230299016_9

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