ABSTRACT
Leaders’ decision-making capacity directly impacts their decision quality and performance. Decision-making processes involve information collection, problem framing, and option evaluation. Moreover, multilevel performance and social information have an impact on the subsequent steps and outcomes of decision making. Following this logic, the leader’s capacity to manage the decision-making process is deemed to be critical to their role. In this chapter, we explore the relationship between decision-making capacity and three relevant antecedent skills: problem solving, social judgment, and emotion management. However, because decision making is highly sensitive to the context, the impact of contextual factors such as time pressure and environmental context are also discussed.
