IMPROVING LEADERS’ DECISION-MAKING SKILLS THROUGH DECISION-MAKING TRAINING PROGRAMS: THE CASE OF ...

IMPROVING LEADERS’ DECISION-MAKING SKILLS THROUGH DECISION-MAKING TRAINING PROGRAMS: THE CASE OF OMAN
Ibrahim Al Hasni, Modern College of Business and Applied Science, Oman
(Presented at the International Conference on Research in Education and Science (ICRES) which took place on April 27-30, 2024, in Antalya, TURKEY (www.2024.icres...) and at the International Conference on Education in Mathematics, Science and Technology (ICEMST) (www.2024.icems...) organized by the International Society for Technology, Education and Science (ISTES) www.istes.org).
This study aims to evaluate the effectiveness of decision-making training programs in enhancing the skills and competencies of leaders within Galfar, a leading construction and engineering company in Oman. The study is based on a quantitative method and will be accumulating empirical data showing the role of training imperatives in making influential leaders' decisions. The survey is used to identify the perceptions of participation regarding leaders' decision-making competencies, cognitive biases, and training needs. Statistical analysis methods, including descriptive and inferential statistics, are employed to analyze the collected information. This quantitative study aims to empirically validate the effectiveness of decision-making training interventions at Galfar, guiding the creation of customized programs to enhance leader skills, decision-making outcomes, and organizational performance. Through quantitative analysis of survey data, the study examines the relationship between variables such as leadership competencies, cognitive biases, and organizational culture and their impact on decision-making outcomes. The research aims to identify hidden mechanisms that affect decision-making effectiveness among Galfar leaders through a planned quantitative data analysis, which assists an organizational leader in making an informed decision and formulating leadership growth strategies and initiatives. The findings suggest that well-structured frameworks, rigorous training, and improved communication enhance Galfar's decision-making efficiency. Moreover, the findings highlight the vital role of leadership participation. The results also indicate that lean processes directly influence the quality of decision-making. The data, however, is based on a single case study conducted in a limited area of Oman, which restricts the applicability of the current research. However, it provides the basis for subsequent studies to validate these findings in similar settings.