Navigating Complexity in Leadership Decision-Making: An Empirical Study of Adaptive Strategies in Multinational Corporations

Authors

  • Skyler Mitchell Professor
  • Jamie Edwards PhD
  • Jacob Ward Associate Professor

Keywords:

Adaptive Leadership, Decision-Making in MNCs, Cultural Intelligence, Collaborative Governance, Leadership Effectiveness, Strategic Management, Complexity in Organizations, Organizational Resilience

Abstract

This study addresses the intricate dynamics of leadership decision-making within the context of multinational corporations (MNCs) facing rapid environmental changes. Utilizing a mixed-methods approach, we analyzed qualitative data from in-depth interviews with senior executives across various sectors, complemented by quantitative survey data from over 300 organizational leaders. Our findings reveal that adaptive leadership strategies significantly enhance decision-making efficacy in volatile markets. Notably, the research identifies key factors such as cultural intelligence and collaborative governance that underpin successful outcomes. This study contributes to the theoretical framework of strategic management by providing actionable insights for practitioners aiming to improve leadership effectiveness in complex business environments.

Author Biographies

Skyler Mitchell, Professor

Professor
Ludwig Maximilian University of Munich
Geschwister-Scholl-Platz 1, 80539 Munich, Germany

Jamie Edwards, PhD

PhD
University of Toronto
27 King's College Cir, Toronto, ON M5S 1A1, Canada

Jacob Ward, Associate Professor

Associate Professor
University of Edinburgh
The University of Edinburgh, Old College, South Bridge, Edinburgh EH8 9YL, United Kingdom

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Published

2026-05-13

Issue

Section

Articles