Purpose – To demonstrate two distinct leadership requirements for project managers and establish a theoretical basis for distinguishing between these two types of leadership. Design/methodology/approach – A framework linking transactional and transformational leadership qualities with...

Purpose – Hard decision analysis models allow complex decisions to be broken down into easier‐to‐handle and precisely defined sub‐problems and also provide a documented rationale for the decision. This paper aims to investigate why the course of action prescribed by a hard decision...

Purpose – The purpose of this paper is to examine, from management perspective, the nature of common sense, its application in decision‐making, and possibility of developing common sense more effectively. Design/methodology/approach – To take typical dictionary definitions of common sense,...

Purpose – The complexity of organizational decisions requires the ability to integrate diverse facts, ideas, issues, and connections into more comprehensive integrative thinking for decisions. The purpose of this paper is to present an overview of the relationship between common sense and...

Purpose – Indecision is not the hallmark of a great manager, but what do we know about when and why managers avoid or postpone decisions? The purpose of this paper is to discuss the limited research on indecision. Design/methodology/approach – This article reviews research from judgment and...

Purpose – The purpose of this paper is to explore the concept of “common sense” and to distinguish it from uncommon sense as it applies to managerial decision‐making under conditions of task uncertainty. The paper enunciates the definition of common sense decision‐making and develops...

Purpose – This study aims to explore whether McGregor's theory X/Y assumptions are determinants of managers' propensity for participative decision making (PDM). Design/methodology/approach – Surveys measuring theory X/Y assumptions and propensity for PDM were administered to 144 full‐time...