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The role of patience as a decision-making heuristic in leadership

The role of patience as a decision-making heuristic in leadership PurposeThe purpose of this paper is to address the gap in the literature by providing a precise conceptualization of the concept of patience in the context of leadership.Design/methodology/approachThe current study was conducted using a qualitative approach as it aimed to explore leaders’ perceptions and experiences with patience and eventually build a theoretical model in relation to the role of patience in leadership. Because the aim of the study was to obtain insight into the experiences of the participants in their own words, this study adopted a grounded theory research design.FindingsThe grounded theory study resulted in an emergent theoretical model for understanding the decision-making process of leaders who exhibit patience as a character strength and how those leaders promote organizational success. Through an inductive approach, this grounded theory study identified the behaviors that participating leaders viewed as patient, as well as the outcomes and the contextual conditions for the effectiveness of such behaviors.Research limitations/implicationsA major contribution of this study is that leaders epitomized by patience are guided by a decision-making framework that can contribute to more favorable decision making outcomes.Practical implicationsThe proposed model for patience leadership has implications for developing the leadership capacity.Originality/valuePatience, as a leadership quality, has been overlooked virtue in the social and psychological sciences. In order to explore the potential nexus between patience and leadership, the study has offered an emergent theoretical model and indicated the specific ways in which leaders may effectively practice patience. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Qualitative Research in Organizations and Management: An International Journal Emerald Publishing

The role of patience as a decision-making heuristic in leadership

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
1746-5648
DOI
10.1108/QROM-01-2015-1263
Publisher site
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Abstract

PurposeThe purpose of this paper is to address the gap in the literature by providing a precise conceptualization of the concept of patience in the context of leadership.Design/methodology/approachThe current study was conducted using a qualitative approach as it aimed to explore leaders’ perceptions and experiences with patience and eventually build a theoretical model in relation to the role of patience in leadership. Because the aim of the study was to obtain insight into the experiences of the participants in their own words, this study adopted a grounded theory research design.FindingsThe grounded theory study resulted in an emergent theoretical model for understanding the decision-making process of leaders who exhibit patience as a character strength and how those leaders promote organizational success. Through an inductive approach, this grounded theory study identified the behaviors that participating leaders viewed as patient, as well as the outcomes and the contextual conditions for the effectiveness of such behaviors.Research limitations/implicationsA major contribution of this study is that leaders epitomized by patience are guided by a decision-making framework that can contribute to more favorable decision making outcomes.Practical implicationsThe proposed model for patience leadership has implications for developing the leadership capacity.Originality/valuePatience, as a leadership quality, has been overlooked virtue in the social and psychological sciences. In order to explore the potential nexus between patience and leadership, the study has offered an emergent theoretical model and indicated the specific ways in which leaders may effectively practice patience.

Journal

Qualitative Research in Organizations and Management: An International Journal – Emerald Publishing

Published: Jun 12, 2017

References

  • Fast and frugal heuristics for new product screening – is managerial judgment ‘good enough?’
  • Intuition in managers: are intuitive managers more effective?
  • A timely account of the role of duration in decision making
  • Leadership: current theories, research, and future directions
  • Identifying common methods variance with data collected from a single source: an unresolved sticky issue