The Leadership Competencies and Intuitive Decision-Making of Top and Middle Level Managers in the Automotive Industry

Our academic article The Leadership Competencies and Intuitive Decision-Making of Top and Middle Level Managers in the Automotive Industry has been chosen and published by distinguished Springer International Publishing.

Authors: Ivan Erenda ? Aleksej Metelko ? Vasja Roblek ? Maja Me?ko

It is published as a chapter in the book Governing Business Systems: Theories and Challenges for Systems Thinking in Practice; editors Gandolfo Dominici, Manlio Del Giudice and Rosa Lombardi)

The main purpose of the study

The main purpose of the study was to identify the presence of intuitive decision-making by top and middle managers in the Slovenian automotive industry, to identify the influence of their behavioural competencies and emotional intelligence on intuitive decision-making, to identify their level of intuitiveness and, on the basis of theoretical and empirical research, to establish competencies and factors of the model of leadership competencies based on intuitive decision making.

Results of the performed quantitative research show that respondents are often directed by intuition when making important decisions (79.3% make decisions based on intuition), while statistically significant differences occur (1) regarding sex, as women on average rely slightly more on intuitive decision-making than men, and (2) regarding leadership experience: respondents with the least leadership experience think they are not led by intuition, while all other respondents think they are led by intuition (more than a fourth). The research findings indicate that behavioural competencies do not have any significant impact on intuitive decision-making and the same is true for emotional intelligence. Another more significant research finding shows a relatively high level of intuitiveness, as the average result is 7.1 out of 12 points. Moreover, the research indicates that level of intuitiveness increases with years of leadership experience and with higher level of education.

Summary of Results

1. The respondents often make decisions intuitively.
2. Respondents are often directed by intuition when making important decisions.
3.  Women, on average, make decisions slightly more intuitively than men.
4.  Frequency of spontaneous decisions affects intuitive decision-making.
5.  On average, respondents who make decisions intuitively to a greater extent recognise emotions based on facial expressions.
6.  Importance of emotions in life and knowing the tone of voice are shown as statistically typical predictors of intuitive decision-making.
7.  Findings from the survey data processing using the Pajek method show a significant connection between the items feelings recognition and positive image of a final outcome to a specific problem and intuitive decision-making.
8.  On average, respondents who make decisions intuitively make important decisions to a greater extent at the last minute.
9.  In most cases, respondents identify the right decisions through perception of strong energy and excitement.
10.  In most cases, respondents identify wrong decisions through a feeling of anxiety and mixed or conflicting signals.
11.  Use of intuition in important decision-making is hindered by stress and haste.
12.  More than half of respondents share the opinion that they use intuition in decision-making.
13.  Most respondents do not use any special techniques or methods of increasing intuition effectiveness when making difficult decisions.
14.  Intuition increases with the level of education.
15.  Intuition increases with the number of years of leadership experience.
16.  Respondents with the fewest years of experience are not guided by intuition, while respondents with more years of experience are guided by intuition (more than three quarters of them).
17.  Respondents estimate that intuition works best at the very beginning, when they try to evaluate the future or the available possibilities.
18.  Most respondents do not use any techniques or methods to develop intuitive capability.
19.  Behavioural competencies do not have any statistically significant impact on intuitive decision-making.

• Governing Business Systems: Theories and Challenges for Systems Thinking in Practice, (SpringerLink - Springer proceedings in business and economics, New York: Springer. cop. 2017, pages. 119-140). Copyright Information - Springer International Publishing AG 2018

Keywords: management | behavioural competencies | emotional intelligence | intuition | intuitive decision-making | automotive industry