MANAGERIAL DECISION-MAKING AS A SOCIO-PSYCHOLOGICAL COMPETENCE OF THE CONTEMPORARY LEADER: ETHICAL RESPONSIBILITY, COGNITIVE REFLECTION AND ORGANIZATIONAL TRUST

Abstract

The article analyzes managerial decision-making as a socio-psychological competence of the contemporary leader. Unlike purely administrative interpretations, the article treats decision-making as a process that integrates cognitive reflection, ethical responsibility and relational trust. The theoretical argument is based on classical decision-making theory, leadership psychology and recent regional studies on management psychology. The article shows that managerial decisions affect not only organizational outcomes but also employee expectations, institutional legitimacy and the psychological climate of implementation. Special attention is paid to bounded rationality, cognitive biases, ethical legitimacy, psychological safety and trust as conditions of responsible leadership. A three-dimensional model of responsible managerial decision-making is proposed: analytical clarity, ethical orientation and communicative implementation. The model may be used in leadership training, higher education management and organizational consulting. The paper concludes that management psychology should develop leaders who can make decisions under uncertainty while preserving fairness, transparency and human sensitivity.