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Beyond Rationality: Quantum Decision-Making and the Upper Echelons of Conscious Leadership

Author(s) Jivi Saran
Country Canada
Abstract The present work combined the Upper Echelons Theory and Quantum Decision-Making to study the ethical decision-making traits of financial leaders in a fluctuating business environment. In the quantitative part, it is post-positivist mixed-methodological design where survey of 200 finance executives in Canada is performed to link cognitive bias, moral reasoning and intuition as a factor to leadership effectiveness. The qualitative phase adopts Interpretive Phenomenological Analysis (IPA) to uncover the point of quantum collapse in decision-making process where a multiplicity of possibilities is reduced to act ethically. The results showed that leaders with high reflective awareness are connected with high moral judgment, are less susceptible to overconfidence bias and have high levels of performance consistency. Moreover, the Quantum Decision-Making Continuum is revealed in the paper, and the passage between receptive cognition and creative consciousness is tracked. Theoretically, it is grounded in the Upper Echelons Theory that leadership cognition is not only rationality at its best but a field that is constantly animated by awareness, coherence, and intentionality. Practically, it can be used as a roadmap to develop conscious executives who can manage uncertainty with accuracy in terms of morality and flexibility in strategy.
Keywords Upper Echelons Theory, Quantum Decision-Making, cognitive prejudice, leadership consciousness, ethical decision-making, bounded rationality, intuition
Field Sociology
Published In Volume 7, Issue 4, April 2026
Published On 2026-04-23
DOI https://doi.org/10.70528/IJLRP.v7.i4.2087
Short DOI https://doi.org/hbx8t7
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