Leadership Styles and Strategic Decision-Making: An Analytical Study of Transformational Leadership and Organizational Effectiveness
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This research constructs a coherent theoretical framework relating to the impact of transformational leadership on the quality of strategic decision-making and, consequently, the performance of the organization, as well as further implications on accounting guidance and financial regulation. The research is a synthesis of findings based on the insights of the leading psychology, decision science, and accounting theory, using a non-empirical analytical design methodology based on theoretical evaluation and deductive reasoning. The model determines three pathways that relate to one another, namely cognitive, motivational, and structural, in which transformational leadership strengthens analytical reasoning, ethical judgment, participatory decision behavior, and compatibility between decisions and organizational goals. One of the important contributions of this study is that the quality of decision-making has been revealed as the main mediation variable between the leadership behavior and organizational as well as accounting outcomes. The framework uses accounting-specific views to describe how transformational leadership can affect key processes in the audit judgment, financial reporting decision, risk assessment, and internal control evaluation. This addition fills a significant gap in the theoretical knowledge by identifying leadership as a predictor of the level of accounting judgment and governance. Though the framework is conceptual in nature, it offers a basis on which empirical studies of leadership effects in accounting cases can be conducted in the future and has practical implications for the improvement of financial reporting reliability and organizational accountability by building leadership.
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