A Psychoanalytic View of the Problem of Decision-making by Managers

The aim of this study is to explore the influence of attachment style and psychodynamic leadership style (according to Gernatzyck) on the characteristics of decision-making among executives. The work is based on a psychoanalytic approach and contemporary decision-making concepts, including the theory of bounded rationality, the works of D. Kahneman and A. Tversky, and also takes into account the influence of unconscious factors and systemic conditions on managerial behavior. The following theoretical objectives were set: analysis of key psychological theories related to decision-making; description of attachment styles and psychodynamic leadership styles according to Gernatzyck; empirical investigation of the influence of these factors on managerial decision-making; identification of key patterns that hinder or facilitate decision-making. As the empirical basis, twelve interviews with executives were conducted, along with tests to determine the attachment style and leadership style of each respondent. The study revealed that different combinations of leadership style and attachment type create specific difficulties and tendencies in decision-making. In our sample, executives with an avoidant attachment style predominated (9 out of 12); despite having different leadership styles, they demonstrated common patterns in decision-making. Based on case analysis and comparison with theoretical frameworks, it can be concluded that attachment style has a deeper, more stable and background influence on the decision-making process, whereas leadership style determines the “form” of decision-making — behavioral strategy and communicative patterns. The results of the study can be used in business consulting, coaching, and organizational development practices to enhance executives’ awareness in decision-making processes.