This qualitative study investigates how personality traits and emotional intelligence (EI) jointly influence decision-making styles in organizational settings. Drawing upon the Big Five Personality Model, Goleman’s Emotional Intelligence framework, and Scott and Bruce’s decision-making typology, the research explores the lived experiences of 18 mid- to senior-level professionals from diverse sectors including corporate, education, healthcare, and public service. Data were collected through semi-structured interviews and analyzed using thematic analysis. The findings reveal that while personality traits shape default tendencies—such as rationality in conscientious individuals or avoidant behaviour in those high in neuroticism—emotional intelligence plays a critical moderating role. High-EI individuals demonstrated better emotional regulation, interpersonal sensitivity, and ethical awareness, enabling them to adapt their decision-making style according to context. Moreover, emotionally intelligent participants integrated both rational and intuitive strategies, especially in high-pressure or emotionally charged situations. The study underscores the interplay between stable personality traits and flexible emotional capacities in influencing organizational decision-making. It concludes that effective decision-making is best understood through a combined lens of personality and emotional intelligence, with implications for leadership development, HR practices, and organizational training programs.
Urvashi Sharma (Fri,) studied this question.