Senior leadership today is defined by decisions made with incomplete information, competing priorities and little room for error. Yet the challenge is rarely a lack of data. The harder question is whether leaders can recognise how assumptions, cognitive biases, organisational dynamics and stakeholder pressures are shaping the decisions they make. In environments where one judgement can influence teams, investments, strategy and growth, better outcomes increasingly depend on understanding the science behind better decisions.
ET x LSE presents the High-Performance Leadership & Strategic Decision-Making programme at the London School of Economics & Political Science (LSE) ,which addresses this challenge through a four-day executive education experience designed for just 30 business leaders worldwide. Bringing together decision science, cognitive psychology, behavioural insights, negotiation and cross-cultural leadership, the programme examines not just what leaders decide, but how they arrive at those decisions and how they influence others to act on them.
