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Governing Business Systems pp 119–140Cite as

The Leadership Competencies and Intuitive Decision-Making of Top and Middle Level Managers in the Automotive Industry

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Part of the book series: Springer Proceedings in Business and Economics ((SPBE))

Abstract

The main purpose of the study was to identify the presence of intuitive decision-making by top and middle managers in the Slovenian automotive industry, to identify the influence of their behavioural competencies and emotional intelligence on intuitive decision-making, to identify their level of intuitiveness and, on the basis of theoretical and empirical research, to establish competencies and factors of the model of leadership competencies based on intuitive decision making.

As a quantitative research method, a questionnaire was used as the primary measuring instrument. It contained the following structure: (1) demography, (2) emotional intelligence (SSEIT–Schutte Self-report Emotional Intelligence Test), (3) decision-making styles (GDMS–General Decision Making Style) and (4) intuitiveness (AIM Survey–Agor Intuitive Management Survey).

Statistical data analysis was carried out using SPSS program version 21 and MS Excel version 2007, and the model was created using the program Pajek version 3. The following methods were used for research data analysis: descriptive statistics, factor analysis, regression analysis and variance analysis.

Results of the performed quantitative research show that respondents are often directed by intuition when making important decisions (79.3% make decisions based on intuition), while statistically significant differences occur (1) regarding sex, as women on average rely slightly more on intuitive decision-making than men, and (2) regarding leadership experience: respondents with the least leadership experience think they are not led by intuition, while all other respondents think they are led by intuition (more than a fourth). The research findings indicate that behavioural competencies do not have any significant impact on intuitive decision-making and the same is true for emotional intelligence. Another more significant research finding shows a relatively high level of intuitiveness, as the average result is 7.1 out of 12 points. Moreover, the research indicates that level of intuitiveness increases with years of leadership experience and with higher level of education.

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Author information

Authors and Affiliations

  1. TPV d.o.o, Novo mesto, Slovenia

    Ivan Erenda

  2. Tiskarna Vesel d.o.o., Novo mesto, Slovenia

    Aleksej Metelko

  3. Reflecta GmbH, Klagenfurt am Wörthersee, Austria

    Vasja Roblek

  4. University of Primorska, Faculty of management Koper, Primorska, Slovenia

    Maja Meško

Authors
  1. Ivan Erenda
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  2. Aleksej Metelko
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  3. Vasja Roblek
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  4. Maja Meško
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Corresponding author

Correspondence to Vasja Roblek .

Editor information

Editors and Affiliations

  1. Professor of Management, University of Palermo and Business Systems Laboratory, Palermo and Avellino, Italy

    Gandolfo Dominici

  2. Professor of Management, University of Rome “Link Campus”, Naples, Italy

    Manlio Del Giudice

  3. Law and Economics of Productive Activities, Sapienza University of Rome, Rome, Italy

    Rosa Lombardi

Appendix: Summary of Results

Appendix: Summary of Results

On average, the respondents are in the upper quarter of emotional intelligence, as they scored 127.9 out of a possible 165. The respondents have a relatively high level of intuition as, on average, they collected 7.1 points out of a possible 12. The level of intuition increases with the years of leadership experience and with education level.

  1. 1.

    The respondents often make decisions intuitively.

  2. 2.

    Respondents are often directed by intuition when making important decisions.

  3. 3.

    Women, on average, make decisions slightly more intuitively than men.

  4. 4.

    Frequency of spontaneous decisions affects intuitive decision-making.

  5. 5.

    On average, respondents who make decisions intuitively to a greater extent recognise emotions based on facial expressions.

  6. 6.

    Importance of emotions in life and knowing the tone of voice are shown as statistically typical predictors of intuitive decision-making.

  7. 7.

    Findings from the survey data processing using the Pajek method show a significant connection between the items feelings recognition and positive image of a final outcome to a specific problem and intuitive decision-making.

  8. 8.

    On average, respondents who make decisions intuitively make important decisions to a greater extent at the last minute.

  9. 9.

    In most cases, respondents identify the right decisions through perception of strong energy and excitement.

  10. 10.

    In most cases, respondents identify wrong decisions through a feeling of anxiety and mixed or conflicting signals.

  11. 11.

    Use of intuition in important decision-making is hindered by stress and haste.

  12. 12.

    More than half of respondents share the opinion that they use intuition in decision-making.

  13. 13.

    Most respondents do not use any special techniques or methods of increasing intuition effectiveness when making difficult decisions.

  14. 14.

    Intuition increases with the level of education.

  15. 15.

    Intuition increases with the number of years of leadership experience.

  16. 16.

    Respondents with the fewest years of experience are not guided by intuition, while respondents with more years of experience are guided by intuition (more than three quarters of them).

  17. 17.

    Respondents estimate that intuition works best at the very beginning, when they try to evaluate the future or the available possibilities.

  18. 18.

    Most respondents do not use any techniques or methods to develop intuitive capability.

  19. 19.

    Behavioural competencies do not have any statistically significant impact on intuitive decision-making.

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Erenda, I., Metelko, A., Roblek, V., Meško, M. (2018). The Leadership Competencies and Intuitive Decision-Making of Top and Middle Level Managers in the Automotive Industry. In: Dominici, G., Del Giudice, M., Lombardi, R. (eds) Governing Business Systems. Springer Proceedings in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-319-66036-3_7

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