HYBRID LEADERSHIP STYLES AND THE EFFECTIVENESS OF MANAGERIAL DECISION-MAKING UNDER UNCERTAINTY

This article explores the relationship between leadership style and the effectiveness of managerial decision-making under conditions of high uncertainty. Through an integrative review of eight academic sources, the study analyzes theoretical frameworks, cognitive decision-making models, and empirical evidence from diverse organizational contexts. Findings indicate that hybrid leadership — combining traits from transformational, democratic, and adaptive approaches — is particularly effective in uncertain environments. Moreover, decision quality is shaped not only by leadership behavior, but also by contextual fit and the use of cognitive support systems. The review highlights the importance of flexibility, readiness, and system awareness in leadership practice and calls for more precise operationalization of hybrid styles in future research.