In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 123-143 (2010)

Authors
Marcus Selart
Norwegian School of Economics
Abstract
In this chapter it is demonstrated that the way in which leaders implement a decision largely depends on the nature of it, that is, whether it is strategic or not. Leaders must be as open as possible and not withhold information from the persons involved in the process. Therefore, they should distribute as much relevant information as possible to meeting participants before a meeting. At the same time, they must be able to steer the process. It is not unusual for there to be a separation between the formulation and implementation of a strategic decision. Often, it is the top leadership that formulates the decision problem and the middle managers that implement its solution. For this reason, it is relatively common that the top leadership signals that the implementation has been successful as soon as the middle managers begin to report positive results. This can sometimes happen even though most of the implementation is incomplete. However, there are also cases where the top leaders rule out certain implementation processes as failures when in fact they prove later on to be successful. A common problem in organizations is that leaders often inherit the task of implementing decisions that past leaders have made. In order to succeed with an implementation, leaders must understand the importance of the process. They must communicate their vision clearly, evaluate and monitor continuously, and allow interested parties to participate actively in the process. They should also understand that what at first may look like a failure, at a later stage may prove to be a success
Keywords Leadership  Decision Making  Implementation  Organizational change
Categories (categorize this paper)
Buy the book Find it on Amazon.com
Options
Edit this record
Mark as duplicate
Export citation
Find it on Scholar
Request removal from index
Revision history

Download options

PhilArchive copy

 PhilArchive page | Other versions
External links

Setup an account with your affiliations in order to access resources via your University's proxy server
Configure custom proxy (use this if your affiliation does not provide a proxy)
Through your library

References found in this work BETA

Simple Heuristics That Make Us Smart.Gerd Gigerenzer, Peter M. Todd & A. B. C. Research Group - 1999 - New York, NY, USA: Oxford University Press USA.

View all 44 references / Add more references

Citations of this work BETA

No citations found.

Add more citations

Similar books and articles

Structuring the Decision Process.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 97-120.
Facilitating Leadership Decisions.Marcus Selart - 2010 - In A Leadership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 73-94.
Analyzing Leadership Decisions.Marcus Selart - 2010 - In A Ledership Perspective on Decision Making. Oslo: Cappelen Academic Publishers. pp. 47-70.
Implementing Corporate Responsibility – the Chiquita Case.Marco Were - 2003 - Journal of Business Ethics 44 (2-3):247 - 260.
Implementing Corporate Responsibility — The Chiquita Case.Marco Were - 2003 - Journal of Business Ethics 44 (2-3):247-260.
Leadership: A Discussion About Ethics.Ph D. Joseph C. Rost - 1995 - Business Ethics Quarterly 5 (1):129-142.

Analytics

Added to PP index
2017-10-05

Total views
137 ( #86,335 of 2,518,146 )

Recent downloads (6 months)
18 ( #46,156 of 2,518,146 )

How can I increase my downloads?

Downloads

My notes