The Role of Leadership in Decision-Making: Personal Thoughts and Experiences
THE ROLE OF LEADERSHIP IN DECISION-MAKING: PERSONAL THOUGHTS AND EXPERIENCES
Author: Panagiotis G. Lentaris
(This paper was written as part of the "Leadership and Decision-Making" Program (MNGMT102), KEDIVIM PP Coordinator - University of Patras.)
Introduction
Leadership and Decision-Making are two concepts I have encountered many times, not only through books or seminar theories, but primarily in practice, throughout my professional career. Over the years, I realized that whether it involves a small group of people or an entire organization, the way the leader makes decisions can, to a great extent, determine whether an effort will lead to success or end in failure.
Personally, I have often been in positions where the decisions that needed to be made were difficult, with uncertain consequences. This taught me that leadership is not just a matter of formal authority, but a deeply human affair: it requires vision, integrity, courage, and understanding. In this paper, I share my own perspective on how leadership traits, models of influence, strategies, and-above all-social skills connect with the decision-making process.
Leadership Traits and Behaviors
In my experience, I clearly saw that people trust a leader more when they don't simply give commands from a distance, but know how to inspire and lead the way by their own example. I have had to work with supervisors who stayed confined to their office and simply handed out instructions; in those cases, the team functioned mechanically, without much enthusiasm. Conversely, the leaders who entered "the battle" with us, who shared the difficulties and encouraged us with their attitude, were the ones who truly inspired us.
For me, the most important characteristics are:
Vision: A good leader does not leave decisions to chance-they show a path and give meaning even to small actions.
Integrity: I have experienced the disappointment when words and actions did not match. But when the leader is consistent, they earn respect without having to demand it.
Decisiveness: I have been in meetings where we all hesitated. When time is pressing, procrastination can cost more than a potential mistake. A leader who says, "we move forward like this" gives the team direction and certainty.
Empathy: Behind every number, behind every strategic plan, there are people. When a leader listens and understands their needs, even difficult decisions become more acceptable.
I have also been impressed by the power of admitting a mistake. With leaders I admire, I saw that they did not hesitate to say, "I made a mistake" or "I hadn't thought of it that way". This not only made them more human but also gave us the courage to express ourselves openly. Thus, decision-making became more collective, with greater trust.
Models of Influence
Every leader has their own way of influencing their team. Personally, I was fortunate enough to work under different leadership styles, and the difference was huge.
There were leaders who relied on reward and punishment. "If we hit the target, there's a bonus-if not, there are consequences". This worked on a practical level, but it felt like driving with the brake and gas simultaneously. It did not create dedication.
Other leaders, more transformational, made us feel like we were working for something bigger than ourselves. It wasn't the bonus that motivated us, but the feeling that our work had value.
I have also experienced more participatory experiences. When the decision came out of discussion, when everyone felt part of the process, commitment increased dramatically. You didn't feel like you were "executing," but that you were contributing.
Over time, I concluded that the ideal leader is one who knows how to adapt their style. There is no single "right" way. At some moments, top-down decisiveness is needed, and at other times, collaboration and dialogue. Flexibility is key.
Strategies and Policies in Decision-Making
Decision-making is perhaps the most difficult and critical responsibility of a leader. I have experienced situations where decisions were made hastily and created problems that could have been avoided with a little more thought. But I have also seen the opposite: so much procrastination that the opportunity was lost. The art of the leader is to find the golden mean.
Some strategies I consider essential are:
Data Collection: A decision without sufficient information is like a ship without a compass.
Scenarios and Alternatives: I learned to think, "What will we do if this doesn't go as we expect?". A Plan B provides peace of mind and security.
Conflict Management: Different opinions are inevitable. But when the leader turns them into a creative dialogue, the decisions become stronger.
Strategic Communication: Even the best decision, if not presented correctly, can be misunderstood. I have seen excellent plans fail because they were not clearly explained.
Personally, I place great value on transparency. When I explain, "I made this decision for these reasons," others may not agree, but at least they understand. And often, that is enough for them to support the course.
The Importance of Social Skills
If I learned anything over the years, it is that the so-called "soft skills" are perhaps the hardest weapon of a leader. It is not enough to have knowledge, know strategies, or hold all the data in your hands. If you don't know how to communicate, collaborate, and inspire trust, the best decision remains a dead letter.
The social skills I consider most important are:
Empathy: By understanding what the other person is going through, you make decisions that respect the person behind the employee.
Emotional Intelligence: I have seen how a strong reaction at the wrong moment can destroy the team's morale. Controlling emotions is crucial.
Negotiation: The solution is often not in "black or white," but in the middle. A leader who knows how to find compromises achieves much more.
Clear Communication: In practice, the most complex plans fail if they are not presented in simple words. I learned to avoid complex phrases and explain things "simply and clearly".
I have also found that these skills are cultivated. They are not just a matter of talent. Through practice, self-observation, and a willingness to listen to feedback, you can continuously improve.
Conclusion
For me, Leadership and Decision-Making are intertwined concepts. The way you make decisions demonstrates in practice whether you are a true leader. A leader who inspires trust, who listens, who adapts to circumstances, and who is not afraid to take responsibility, has a much greater chance of seeing their decisions implemented successfully.
I don't believe that the "perfect leader" exists. However, there is the leader who is constantly learning, who is improving, and who seeks the balance between strategic thinking and the human side. This is, in my opinion, the true key to effective leadership in decision-making.
Looking back, I see that the moments I truly felt like a leader were not when everything was going well, but when I had to make difficult decisions amidst uncertainty. That is where resilience, faith in your values, and the ability to inspire others are tested. And perhaps that is the essence: to be able to make decisions that serve not only the outcome, but also the people around you.
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