Drivers and consequences of strategic leader indecision: an exploratory study in a complex case

Abstract

PurposeThe research explores indecision of strategic leaders in a complex case organization. This research offers new insights into the drivers of indecision of upper echelons decision-makers and explores the perceived consequences of the decision-makers' indecision.Design/methodology/approachFollowing a review of literature on upper echelons theory and strategic decision-making, indecision and the antecedents and consequences of indecision, the research follows a qualitative exploratory design. Semi-structured interviews were conducted among 20 upper echelons decision-makers with responsibility across 19 Sub-Saharan African countries in a case company. Thematic analysis was used to analyze the data.FindingsThe findings reveal that specific organizational, interpersonal and personal factors work together to drive strategic leader indecision in a complex organization. Strategic leader indecision brings about several negative organizational consequences and demotivates team members.Research limitations/implicationsThe findings are based on a single-case exploratory design but represent geographical diversity.Practical implicationsThe research cautions organizations to deal with the drivers of strategic leader indecision to help avoid potential negative consequences of stifled organizational performance and team demotivation.Originality/valueThe study offers previously unknown insights into strategic leader indecision. This study builds on current literature on the antecedents and consequences of indecision and has a new research setting of strategic leader indecision in a complex organization.