POWER DYNAMICS IN DECISION MAKING: A QUALITATIVE ANALYSIS

Abstract

This qualitative study explores power dynamics in decision-making processes across various organizational contexts, focusing on the interplay of hierarchical, informal, and structural factors. Findings indicate that hierarchical power significantly influences decision-making, with leaders often controlling outcomes, while individuals without formal authority exert influence through strategic negotiation and alliance-building. Communication emerged as a critical mediator, with assertive participants dominating discussions and marginalized voices facing systemic barriers. Structural and cultural factors, such as high power distance and hierarchical reporting lines, were found to reinforce power asymmetries, while ethical and emotional dimensions added complexity to the decision-making process. This study highlights the need for participatory decision-making models, inclusive communication practices, and leadership development programs emphasizing empathy and ethical decision-making. Addressing systemic biases and cultural barriers is essential to create equitable organizational environments. The research contributes to the understanding of power dynamics in decision-making and provides actionable insights for fostering more collaborative and inclusive organizational practices. Future research should investigate power dynamics in diverse cultural and technological settings to deepen insights into evolving decision-making paradigms.