Abstract
Decision styles, defined by the primary and secondary considerations in choice making and the implementation tactics preferred by managers, are used to explain the ways in which managers with a given style take action. Examples are used to illustrate the unique approaches taken by managers with each style in their decisions concerning leadership, team building, strategic management, control, and related issues that managers grapple with to fashion a desired future. The basis for shifts in style and the potential for conflict or collaboration between individuals with particular styles is discussed.
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