ANALYSIS OF INTUITIVE DECISION-MAKING IN DIFFERENT GROUPS OF MANAGERS: EMPIRICAL RESEARCH

Abstract

This article presents the results of an empirical study on the problem of intuitive decision-making in variousgroups of managers, such as: future managers – master's students, middle managers, and top managers. Intuitivedecision-making is considered in our work as the ability of an individual to directly understand without priorobservations, reasoning, and evidence, which allows finding solutions without realizing the sequence of stepsleading to the result. The purpose of the empirical study is to conduct a comparative analysis of the features ofintuitive decision-making and critical thinking in groups of managers with different managerial statuses. The study used standardized psychodiagnostic methods, adapted by domestic scientists in accordance with the purpose of the empirical study: to assess the intuitive component of decision-making, the Types of Intuition Scale (TIntS) was used (J. Pretz et al., 2018, adapted by M.V. Yaroshchuk), which allowed to identify three types of intuition: holistic, affective, and inferential; critical thinking was assessed using the L. Starkey test (L. Starkey, 2004, adapted by O.L. Lutsenko); managerial skills were analyzed using the C.L. Wilson management skills cycle (adapted by V. Chiker). The empirical study revealed the following features: in master's students, intuition is formed through affective mechanisms, and critical thinking is the main factor in decision-making; in middle managers, intuition isformed through a combination of analytical and intuitive approaches, where emotional empathy plays a key role; top managers make managerial decisions based on developed intuition, critical thinking, and leadership.