Exploring Leadership Experiences and Emotional Dynamics in Strategic Decision-Making within Multinational Corporations

Abstract

Corporate governance and strategic decision-making within multinational corporations (MNCs) have been extensively studied, but much of the existing research focuses on measurable outcomes rather than the subjective experiences of leaders. While global leadership is influenced by both formal governance structures and dynamic market forces, the emotional and personal dimensions of leadership are often overlooked. This study addresses the gap in understanding how leaders in MNCs experience and navigate strategic decision-making in diverse and challenging environments. Using an Interpretative Phenomenological Analysis (IPA) approach, this research explores the lived experiences of senior leaders in MNCs, specifically focusing on how they interpret and react to the complexities of implementing corporate strategies. The study involved in-depth interviews with ten senior leaders, revealing that emotional resilience, personal values, and intercultural sensitivity significantly shape their strategic choices, often guiding decisions as much as formal governance frameworks do. Findings further indicate that leaders frequently rely on intuition and emotional awareness to balance organizational goals with human considerations, especially in high-stakes contexts. These findings suggest that leadership in MNCs is a dynamic process influenced by personal, emotional, and contextual factors in addition to organizational goals, emphasizing the importance of considering subjective experiences in corporate governance studies. The implications of this research highlight the need for leadership development programs that account for the emotional and cognitive aspects of decision-making, offering a more holistic approach to leadership training and organizational strategy.