xiv) Centralised Decision-Making

Centralised decision-making which can be related to risk, eg high financial cost of a mistake (insurance and banking), or with ministerial embarrassment (public service).

. Over-relying on financial rewards to motivate staff rather than meaningful work, career paths, etc

. Staff do not feel that they belong to the organisation (degree of inclusiveness) if there is a lack of

- buy-in by staff into the decision-making

- career paths

- meaningful work

(NB Transformational leadership will engender a more effective shared sense of identification and transactional leadership. Furthermore, management has be willing to give up power to encourage inclusiveness)


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