Published 2015
Consequential Decision-Making Under Pressure
A Qualitative Study of Educational Leaders
By: Dr. Kimberly Bonniksen
Research Area: Leadership Decision-Making
Abstract
A qualitative study of how educational leaders make high-stakes decisions that shape institutional outcomes and organizational direction.
Overview
This doctoral dissertation presents a qualitative study of how educational leaders make high-stakes decisions under pressure. Through in-depth interviews and case studies, Dr. Bonniksen explores the decision-making processes of school leaders facing consequential choices—decisions that significantly impact student outcomes, institutional culture, and organizational direction. The research identifies common patterns in how effective leaders approach complex decisions, manage uncertainty, involve stakeholders, and navigate the tension between urgency and deliberation. The findings provide valuable insights for leaders across sectors facing similar decision-making challenges.
Key Takeaways
Decision-making frameworks for high-stakes leadership choices
Managing uncertainty and incomplete information in critical decisions
Stakeholder engagement in consequential decision-making
Balancing urgency with deliberation in leadership decisions
Post-decision implementation and accountability strategies
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