Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Intuition in managers Are intuitive managers more effective?

Intuition in managers Are intuitive managers more effective? Do managers have the creative and innovative ability needed for their organisations to survive in an increasingly competitive environment? A study of 200 managers from eight companies gives an answer to this question. If intuition is an indication of creativity and innovation, we find that almost 25 per cent of all managers were primarily intuitive when solving problems and making decisions. The concept of intuition and other decision functions is based on Jung’s typology. Is intuition in managers an important asset to their organisations? An investigation of problem‐solving and decision‐making styles of 33 managers related to organisational effectiveness throws some light on this question. What is called the “creative‐innovative” decision‐making style was found in 23 per cent of the managers. This article suggests that intuition as decision‐making style appears to be related to organisational effectiveness. Several managers are intuitive. Whether the intuitive managers are more effective than others remains to be seen. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Managerial Psychology Emerald Publishing

Intuition in managers Are intuitive managers more effective?

Jon Aarum Andersen
Journal of Managerial Psychology , Volume 15 (1): 18 – Feb 1, 2000
Download PDF
22 pages

Loading next page...
 
/lp/emerald-publishing/intuition-in-managers-are-intuitive-managers-more-effective-7DUG2q7wug
Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0268-3946
DOI
10.1108/02683940010305298
Publisher site
See Article on Publisher Site

Abstract

Do managers have the creative and innovative ability needed for their organisations to survive in an increasingly competitive environment? A study of 200 managers from eight companies gives an answer to this question. If intuition is an indication of creativity and innovation, we find that almost 25 per cent of all managers were primarily intuitive when solving problems and making decisions. The concept of intuition and other decision functions is based on Jung’s typology. Is intuition in managers an important asset to their organisations? An investigation of problem‐solving and decision‐making styles of 33 managers related to organisational effectiveness throws some light on this question. What is called the “creative‐innovative” decision‐making style was found in 23 per cent of the managers. This article suggests that intuition as decision‐making style appears to be related to organisational effectiveness. Several managers are intuitive. Whether the intuitive managers are more effective than others remains to be seen.

Journal

Journal of Managerial Psychology – Emerald Publishing

Published: Feb 1, 2000

Keywords: Intuition; Decision making; Jungian psychology; Effectiveness

References

  • Leadership and Effectiveness. (Ledelse og effektivitet)
    Andersen, J.A.
  • Bass and Stogdill’s Handbook of Leadership
    Bass, B.M
  • Understanding Your Management Style. Beyond the Myers‐Briggs Type Indicators
    Benfari, R
  • Jung och 40‐talisterna
    Berg, E.G
  • The Myers‐Briggs Type Indicator
    Briggs‐Myers, I.
  • Manual: A guide to the Development and Use of the Myers‐Briggs Type Indicator
    Briggs‐Myers, I.; McCaulley, M.H
  • MBTI Manual. A Guide to the Development and Use of the Myers‐Briggs Type Indicator
    Briggs‐Myers, I.; McCaulley, M.H; Quenk, N.L; Hammer, A.L
  • An assessment of the Myers‐Briggs Type Indicator
    Carlyn, M
  • Beyond the Hype. Rediscovering the Essence of Mangement
    Eccles, R.G.; Nohria, N
  • Applying type dynamics to leadership development
    Fitzgerald, C; Kirby, L.K
  • The relationship between the MBTI and measures of personality and performance in management groups
    Fleenor, J.W
  • Innføring i Jungs psykologi
    Fordham, F
  • Psychological Types. The Collected Works of C.G. Jung, Vol. 6
    Jung, C.G.
  • Modern Man in Search of a Soul
    Jung, C.G.
  • Man and His Symbols
    Jung, C.G
  • TYPOLOGI. Till frågan om de psykologiska typerna
    Jung, C.G
  • Om psykisk energi, drömmar och arketyper
    Jung, C.G
  • Minner, Drømmer, Tanker (Erinnerungen, Tra¨ume, Gedanken von C.G. Jung
    Jung. C.G
  • How to Use the KeeganType Indicator (KTI) and the Keegan Information Processing Indicator (KIPI)
    Keegan, W.J.
  • Keegan Type Indicator Form B
    Keegan, W.J.
  • Judgements, Choices and Decisions
    Keegan, W.J.
  • Please Understand Me. Character and Temperament Types
    Keirsey, D.; Bates, M.
  • Introduction
    Kirby, L.K
  • The Myers‐Briggs Type Indicator and leadership
    McCaulley, M.H
  • Images of Organization
    Morgan, G
  • Environments, organizations, and policymakers. Toward an integrative framework
    Quinn, R.E.; Hall, R.H
  • Tvättäkta sattyg, som man endast kan angripa med vit magi
    Ramsay, A
  • MBTI Types and leadership styles
    Routamaa, V.; Honkonen, M; Asikainen, V; Pollari, A.‐M
  • Jung and the Post‐Jungians
    Samuels, A.
  • Management for Productivity
    Schermerhorn, J.R
  • Jung. Hans liv och verk
    Stevens, A.
  • Hva er Myers‐Briggs Type‐Indikator?
    Stoknes, P.E
  • Management and leadership
    Walck, C.L
  • Developing Leaders
    Walck, C.L
  • C.G. Jung – ett porträtt
    Wilson, C