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Republic of the Philippines

LAGUNA STATE POLYTECHNIC UNIVERSITY


College of Teacher Education
Graduate Studies
Siniloan, Laguna

Topic: DECISION MAKING STYLES OF SCHOOL LEADERS


Subject: E.M 207 School Executive Developments
Professor: Dr. Editha R. Perey, Associate Professor V
Presenter: MA. CELESTE P. BAGABALDO

I. Introduction:
Decision making is a process that guides actions. Decisions are based on the beliefs,
values and previous experiences of individuals. Leaders must know themselves, know why they
choose particular paths, know whom to involve, and know which particular decision-making
model to use.
II. Topics:
Five Tips for Making Decisions
Seven decision making styles.
Five Decision making styles

III. Discussion:

Time
Urgency may require the leader to make his or her own decision without consulting others.
Participative decisions, especially collaborative decisions, require more time than a decision
made alone. If important decisions are at stake, the leader must schedule more time for
involvement.

Staff Interest in the Decision


Barnard (1938) found that individuals have a "zone of indifference" in which they simply accept
the leader's decision and are apathetic toward the decision. In these cases, the leader would
not benefit from trying to gain participation or collaboration. At higher levels of interest, however,
more participation or collaboration is appropriate. Leaders who desire more collaboration must
generate interest in the decision.

Staff Expertise
Followers who have very low levels of expertise accept the decisions of leaders. Staff members
who have higher levels of expertise require either participation or collaboration to arrive at
successful decisions. The leader who desires collaboration must raise levels of expertise to
successfully involve subordinates.

Importance or Need For a High-Quality Decision


Some decisions are much more important and carry significant consequences. This is usually
the case for instruction and learning, whether directly or indirectly. For important questions that
demand high-quality decisions, collaboration is the best model. If the decision is relatively
unimportant, then the leader should simply make the decision.

Degree of Need for Buy-In or Support for the Decision


Many decisions in schools need staff support for successful implementation and results. A
collaborative model often increases buy-in and support.

The seven unique decision making styles are: Gut Reaction, List Checking, Story Living, Data
Driven, Spiritually Guided, Collective Reasoning and Passive Undecided

1. Collective Reasoning
They naturally gather a group of opinions before making any decision. Group consensus and
buy-in from everyone affected guide each step forward.

2. Data Driven
They formulate decisions based on hard data, especially numbers. They take time to research,
organize and consider before moving forward.

3. Gut Reaction
These decisions-makers rely on feelings to make quick decisions. They dont mind taking risks
and move confidently forward through life.

4. List Approach
They only move forward after methodically considering the pros and cons of any decision. Their
researched lists give them confidence and a pre-planned path for the future.

5. Spiritually Guided
They make decisions by staying close to God and listening carefully for a clear voice of
direction. Prayer, solitude and retreat are their key methods of deciding.

6. Story Living
They make decisions based on the story they will get to tell afterwards. They want to go new
places, try impossible things, and tell the world.

7. Passive Undecided
They are happy to move forward with almost any decision as long as they do not have to
decide. They avoid conflict and decide by following others.

5 Decision-making Types: Which One Are You?

Visionary

The visionary decision maker is "a champion of radical change with a natural gift for leading
people through turbulent times." Such people like change, gather information relatively
narrowly, and are strongly biased toward action but "may be too quick to rush in the wrong
direction."
If you are a visionary leader, you should seek the opinions and views of a broad group and
"encourage dissenters to voice their concerns." Only that way can you get a wider set of views
and information that can be critical to success.

Guardian

A guardian is a "model of fairness that preserves the health, balance, and values of the
organization." Such people have sound decision-making processes, try for fact-based choices,
and plan carefully. They like continuity, are moderately cautious, and gather information
relatively widely.

Those are fine characteristics for normal times. But the guardian can be too cautious and slow
moving during a crisis, when there is "desperate need for change." That is why a guardian
should talk to people outside the organization and have them "challenge deeply held beliefs
about the company and its industry." Task forces are then in order to "explore major changes in
the environment."

Motivator

Motivators are good choices for change. They are charismatic, can convince people of the need
for action, and build alignment among parts of the company. But like all good storytellers, they
risk believing the story in the face of countervailing facts. They gather information relatively
narrowly, and strongly believe that self-interest prevails over corporate interest.

Rather than looking simply for outside counsel, motivators need to explore the existing facts
and see if there are other ways to interpret them--ways that do not necessarily play into the
narrative they have created. Formal processes are a help. Motivators can use surveys to get a
realistic sense of the rest of the company.

Flexible

Flexible leaders are, as you might expect from the name, more versatile than other types of
leaders: "comfortable with uncertainty, open minded in adapting to circumstances, and willing to
involve a variety of people in the decision making." They mildly lean to ad hoc approaches
rather than formal processes and are fairly cautious.

The problem with flexible leaders is that they can become too open-minded. Looking at all the
potential issues, solutions, and outcomes can paralyze the decision-making process. They
should set deadlines for decisions before the paralytic debate can commence. It can also make
sense to create a framework for ordinary repetitive decisions, making them the subject of a set
of rules so as not to waste time on reconsidering.

Catalyst

The catalyst is an excellent person to lead the work of groups, whether making decisions or
implementing them. They are balanced, being in the middle on four out of the six
characteristics, although they slightly prefer action to caution and are slightly biased toward
broadly, rather than narrowly, gathering information. The more extreme the necessary decision,
the more they can naturally resist inherent biases.
That said, being middle of the road can yield only average results. To avoid that, a catalyst
should watch for circumstances that require high-stakes decisions and realize that they may
need a different type of decision process, like having a team look at the situation and suggest
potential approaches.

IV. Quote
Success in life can never be an accident. It is the result of right decision at the right
at the right time. Champions are not the people who never fail, but the people who
never quit.

V. Reference:

http://www.educationworld.com/a_admin/decision-making-five-tips.shtml

https://www.researchgate.net/publication/241276967_The_relationship_between_decision_mak
ing_styles_and_leadership_style

Thank You and God bless!

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