This article will propose with evidence that leaders need to abstain from taking the greatest number of decisions as they could. They don’t have to bounce into all basic leadership opportunities. The lesser decisions they make, the better it is for an organization. The recommendation has not risen up out of the impulses and fancies of the authors’ perception; rather it is based on scientific findings. A recent article appeared in Psychological Science by Baror and Bar (2016) suggests that the overload of information to the brain may make your decision making process slow and less innovative. On the other hand, a clear brain can find innovative solutions to the problems at disposal.

Keen observers of ‘management’ profession will agree that leadership is important in an organization; yet unfortunately, economics experts hardly depend on it. In economists’ normal models, managers simply fill the crevice in power. An economic model regularly predicts essential bits of knowledge, yet it precludes pivotal role of leadership skills. When they do, they tend to concentrate on how the leader leads. Specifically, Hermalin (1998) and subsequent researchers questions how a leader with private data about the return to effort can persuade her kindred individuals that she is not deceiving them. There is an earlier question: why ought to there be a leader who has exclusive access to data? Why not sidestep the leader and essentially make data accessible to everybody in an organization? A significant part of the late MBA/PGDM course curriculum in top B-Schools, indeed, contends against the leader’s advantaged access to information and for amplifying straightforwardness.

So, why is it hard to make decisions? Maybe, it is on account of the variables and the results are frequently uncertain. As an individual (leader or no-leader with MBA/PGDM degree) we don’t like uncertainty. Uncertainty makes us stressed and analysis paralysis. The key is to know when and what you don’t know is imperative, and provided that this is true, how to gather the necessary data to determine uncertainty. We, as a whole realize that gathering and processing information is expensive, as are its configuration and ideal contracts. On the off chance that we consider each conceivable option, we will have better choices and settle on the best choice. We do this comprehensive inquiry as an approach to eliminate uncertainty.

A study by Shim and Steers (2012) found that Toyota contends both deliberately and authoritatively by underscoring arranging and work frameworks to moderate the effect of any turbulence in the outside environment (stability is key), while Hyundai contends by tolerating ecological instability and danger as a piece of ordinary day by day operations (adaptability is key). As an after effect of these distinctions, Hyundai can change course more rapidly than its bigger rival as new open doors and advances develops. This shows that the quickly changing universe of business requests exceptional aptitudes of basic leadership. The leaders need to settle on choices in light of the present as well as required to be creative and advanced in their basic leadership approach subsequent to considering all contemplations.

Subsequently, it is suitable for a leader to appoint less huge matters of basic leadership to his companions in a hierarchical set up. This will help the leader in decongesting his psyche of the repetitive components or unimportant information and will help him to concentrate on basic leadership and critical thinking issues. This will likewise urge them to make out-of-box thinking, considering the entire picture and taking progressive choices for change of business in this uncertain economic environment. Up-to-date course curriculum at PGDM degree level at Asia-Pacific Institute of Management is a unique way to augment the leadership skills among the aspiring managers.