Managerial Decision-Making in Creative Organizations: Processes, Barriers, and the Role of Leadership
Managerial Decision-Making in Creative Organizations: Processes, Barriers, and the Role of Leadership

Summary/Abstract: This paper explores the complex nature of managerial decision-making within creative organizations, emphasizing the unique challenges posed by the intersection of creativity, organizational dynamics, and leadership. It outlines the key stages of decision-making processes, highlighting the need for both strategic foresight and sensitivity to individual and team dynamics. Special attention is given to the critical role of the creative leader and the influence of self-managed teams in shaping decision outcomes. The study identifies and categorizes barriers to effective decision-making into individual and interpersonal factors, analyzing how issues such as lack of vision, overambition, and group conformity can compromise both the decision-making process and organizational performance. Furthermore, it discusses the risk of substituting creativity with routine under economic pressures, illustrating the long-term consequences for creative industries. The paper concludes by emphasizing the necessity for managers to balance operational feasibility with creative innovation, ensuring organizational sustainability in increasingly competitive environments.

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