TY  - CHAP
AB  - Abstract This chapter presents a new model for developing and assessing the decision competencies of executive decision-makers. Prior models consider individual and group decision-making but neglect to consider the impact of group-interactive decision-making on real-world problem-solving and sense-making activities. In the present study experimental protocols represent an approximation of a realistic business decision-making process, where decision-makers consult with groups of stakeholders and then make decisions on their own. The model juxtaposes decision competence with the level of decision confidence with which decisions are made. The study furnishes an objective test for this phenomenon, resulting in quantitative empirical evidence of either follow-the-herd (FTH) behavior, or group-forged individual decisions (GFID), or follow-my-own-mind (FMOM) individual decision behavior. The study investigates the impact of group-interactive decision processes on hubristic behavior – decision-makers who make poor/wrong decisions, but remain confident in their choices, judgments, and decisions. The resulting management decision competency model provides an inter-disciplinary matrix, of benefit to human resource development specialists, and provides scholars in organizational behavior and leadership development with guidance for current and future research into group dynamics and decision competencies.
VL  - 24
SN  - 978-1-78635-120-3, 978-1-78635-119-7/1069-0964
DO  - 10.1108/S1069-096420160000024006
UR  - https://doi.org/10.1108/S1069-096420160000024006
AU  - de Villiers Rouxelle
AU  - Hankin Robin
AU  - Woodside Arch G.
PY  - 2016
Y1  - 2016/01/01
TI  - Making Decisions Well and Badly: How Stakeholders’ Discussions Influence Individual Executives’ Decision Confidence and Competence
T2  - Making Tough Decisions Well and Badly: Framing, Deciding, Implementing, Assessing
T3  - Advances in Business Marketing and Purchasing
PB  - Emerald Group Publishing Limited
SP  - 87
EP  - 116
Y2  - 2024/04/19
ER  -