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Decision-making is one of the most critical processes in every organization. Leaders should possess adequate competencies in order to support their followers and formulate appropriate strategies that can take their firms to the next level. This paper gives a detailed analysis of the best approaches to effective decision-making.
Decision-Making Tactics
There are specific decision-making tactics that would be appropriate for improving communication in a team comprised of 4-6 mid-level to high-level managers. These professionals would require appropriate support, involvement, collaboration if the process is to succeed. The first tactic that can improve communication is that of evidence-based practice. This model requires that the leader examines how other supervisors have addressed similar issues in the past. They will consider the power of data to support the process. The second strategy is the ability to challenge the existing status quo (Denhardt, Denhardt, & Aristigueta, 2016).
Those in charge will introduce new ways to do things, solve problems, and present superior models for delivering results. The third tactic is supporting the involvement of all participants. This strategy will promote teamwork, problem-solving procedures, and improve communication. The proposed tactics will deliver positive results since the group is small.
Types of Power
Several types of power can guide those involved to develop effective decision-making processes. Firstly, reward power will encourage the involved participants to be part of the process. This is true since they will expect something in return for their positive achievements. Legitimate power is the second type whereby the leader will persuade the members to focus on the process (Valcik, 2016). However, he or she should not rely mostly on it since it can be authoritative in nature. Referent power is also capable of delivering positive results because the supervisor will act as a role model. Expert power is necessary since the individual will present adequate knowledge to streamline the decision-making process.
Sources and Exercises of Power
In the context of public administration organizational behavior, leaders should have a clear understanding of power sources and the ability to exercise them. For this case, it will be necessary to consider expert, referent, and legitimate power types as the one in charge. Such aspects will ensure that the followers are engaged and willing to be part of the decision-making process. The most important thing is to be aware of these sources of power since they are essential within the field of public administration (Valcik, 2016).
The next thing is the exercise of power. While influence can be gained from the existing organizational hierarchy, leaders can consider the best exercises of power to support the intended objectives. They can do so by guiding, empowering, and mentoring their followers. The leader can also engage all members, solve problems, and use rewards to achieve desirable results.
Personally, I have been involved in various decision-making processes. For example, there is a time when I focused on legitimate and expert power types to support the strategy in my organization. Such an approach made it possible for me to engage my followers and address emerging issues. I exercised my power accordingly by being involved, identifying potential risks, and presenting adequate resources (Donovan, Güss, & Naslund, 2015). I encouraged my followers to communicate efficiently, focus on the outlined mission, and remain honest.
Conclusion
The above aspects reveal that leaders can use their competencies to support decision-making processes without acting authoritatively. The outlined exercises and sources of power can guide them to engage others and deliver positive results. The application of such attributes will drive organizational performance in the public sector.
References
Denhardt, R. B., Denhardt, J. V., & Aristigueta, M. P. (2016). Managing human behavior in public and nonprofit organizations (4th ed.). Thousand Oaks, CA: Sage.
Donovan, S. J., Güss, C. D., & Naslund, D. (2015). Improving dynamic decision making through training and self-reflection. Judgment and Decision Making, 10(4), 284-295.
Valcik, N. A. (2016). Strategic planning and decision-making for public and non-profit organizations. New York, NY: Routledge.
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