When people make a decision-making in daily life, they usually think about their own needs or the needs of people close to them. But for a leader, things are different. Leaders must consider many factors at the same time: the expectations of society, the goals of the institution, the rules of law, and also the pressure of crisis situations. Every decision-making taken in a difficult moment can change not only the results of the event but also people’s trust and hope for the future. For this reason, leadership in hard times is not only about management skills, but also about psychology and the way the human brain works.
The Neuroscience of Decision-Making
Decision-making is a complex process studied by psychology and neuroscience. The brain uses different regions to make choices. The prefrontal cortex (PFC) helps with planning, problem solving, and thinking about the future. When a leader faces a crisis, this part of the brain works very hard to evaluate information and create an action plan. At the same time, the amygdala in the limbic system reacts to danger and shapes emotional responses. This shows that leaders’ decision-making is not only rational but also emotional (Yılmaz, 2018).
Fast and Slow Thinking in Leadership
In some situations, a leader must decide very quickly. In those moments, intuition, past experiences, and habits play an important role. However, for long-term strategies, slow and careful thinking is necessary. A good leader is someone who can balance these two ways of thinking.
Daniel Kahneman (2011) explains this balance in his famous book Thinking, Fast and Slow. He describes two systems of thought. System 1 is fast, automatic, and emotional. It helps when time is short, such as during a crisis. But System 1 is also open to mistakes and cognitive biases. System 2 is slow, logical, and analytical. It is better for important and complex decision-making. A strong leader uses both systems, depending on the situation. For example, in a fire or earthquake, System 1 can save lives because it reacts quickly. But when creating a national policy, System 2 is necessary because it gives a clear and rational analysis.
Stress and Leadership Decisions
Stress is another important factor in leadership decisions. High stress increases the hormone cortisol, which can reduce the effectiveness of the prefrontal cortex. As a result, analytical thinking becomes harder, and emotional reactions become stronger (Özsoy & Dündar, 2017). Research shows that too much stress reduces attention, damages risk evaluation, and creates memory errors (Şimşek, 2015). This is why stress management is a key part of leadership training. Techniques such as breathing exercises, short mental breaks, and mindfulness can help leaders think more clearly under pressure (Aydın, 2019).
Neuroscience Evidence for Leadership
Neuroscience also supports these ideas. Brain imaging studies, such as functional magnetic resonance imaging (fMRI), show that both rational and emotional parts of the brain are active during crisis decision-making. The prefrontal cortex and anterior cingulate cortex are active when analyzing information, while the amygdala becomes stronger under stress. This proves that leadership decisions are a combination of reason and emotion (Yılmaz, 2018).
Practical Implications for Leadership Training
In practice, this knowledge can improve leadership education. For example, crisis simulations can help leaders practice real-life situations. These simulations make System 2 stronger and help leaders control their emotions under stress. At the same time, they develop flexibility and resilience, which are very important for leaders in crisis situations (Şimşek, 2015).
Conclusion
In conclusion, leadership in hard times is not only about strategy or experience. It is also about understanding how the brain works and how psychology affects decision-making. Leaders who are aware of their own thoughts and emotions can make better decisions for both themselves and society. Kahneman’s theory of fast and slow thinking gives us a useful framework to understand this process. Future leadership programs should not only teach management skills but also include psychology and neuroscience. In this way, leaders will understand not only what decision they make, but also how they make it. This will create stronger and more trusted leadership in times of crisis.
References
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Aydın, İ. (2019). Liderlik ve karar alma süreçleri: Psikolojik yaklaşımlar. Ankara Üniversitesi Yayınları.
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Kahneman, D. (1972). Subjective Probability- Judgment of Representativeness, Cognitive Psychology, 3, 430.
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Kahneman, D. (2011). Thinking, fast and slow. Farrar, Straus and Giroux.
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Kahneman, D., Sibony, O., & Sunstein, C. (2021). Noise: A Flaw in Human Judgment. Little, Brown Spark.
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Özsoy, S., & Dündar, S. (2017). Kriz yönetiminde liderlik ve stresin etkisi. İstanbul Üniversitesi İşletme Fakültesi Dergisi, 46(2), 231–248.
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Şimşek, Ö. F. (2015). Örgütlerde psikolojik dayanıklılık ve liderlik. İşletme Araştırmaları Dergisi, 7(1), 122–139.
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Tversky, A., & Kahneman, D. (1979). Prospect Theory: An Analysis of Decision under Risk. Econometrica.
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Yılmaz, H. (2018). Beyin ve karar alma: Nöropsikolojik bir bakış. Nobel Akademik Yayıncılık.