Leader decision making: Influences on the decision making process of executive level leaders in technology organizations

This study explored transformational leadership characteristics and the decision-making process among senior and executive level leaders in technology organizations. Recent developments in the theory of decision-making suggest the usefulness of focusing on the processes by which decisions are made (Wren, 1995). The results of the study found that leaders whose decision-making is based upon morals, integrity, honor, and trust can be quickly changed or affected by the pressures of organizational financial performance and influences of other leaders in power positions (Brennan, 2002). The study was based on the premise that the economy of the United States has a direct effect on the leader decision model that has sometimes compromised trust, integrity, and morals (Boulding, 1966). The research method for the study was a qualitative approach and a phenomenological theory design for this dissertation.