PSYCHOLOGICAL MECHANISMS OF MANAGERIAL DECISION-MAKING IN HIGHER EDUCATION LEADERSHIP CONTEXTS

Abstract

Decision-making is an integral function of leadership that directly determines organizational effectiveness and strategic success. This paper explores the psychological mechanisms that influence managerial decision-making processes among leaders in higher education institutions of Uzbekistan. Drawing upon theories of emotional intelligence, cognitive bias, and bounded rationality, the study aims to understand how psychological factors shape leaders’ strategic, operational, and interpersonal decisions. Using a mixed-method design, 150 respondents from universities—including rectors, deans, and department heads—were surveyed and interviewed. The findings indicate that emotional intelligence, stress tolerance, and self-reflection are crucial predictors of sound decision-making. Conversely, cognitive distortions such as confirmation bias and overconfidence significantly reduce decision quality. The paper concludes with practical recommendations for leadership training and organizational development in higher education management.