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Abstract: This article examines the challenges of real-time leadership in today's fast-paced global business environment. Real-time leadership requires making decisions quickly with imperfect information, adapting plans on the fly, and motivating teams amid uncertainty. However, human cognition and organizational structures often inhibit real-time agility. Cognitive biases, limited working memory, and dual-processing systems make objective analysis difficult under pressure. Additionally, siloed functions, bureaucracy, and risk-averse cultures constrain flexibility and dynamism. The article explores these barriers and provides strategies for developing mental, structural, and compassionate capabilities to overcome them. It analyzes examples of effective and ineffective real-time leadership responses to COVID-19. The conclusion emphasizes that while real-time leadership will always pose difficulties, focused development in key areas can enhance adaptability during crises.
Jonathan Westover (Mon,) studied this question.
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