"People who make decisions are usually leaders, and those whom we call leaders are always engaged in the decision-making process. Nevertheless, for historic reasons, these two subjects are usually treated separately in the academic literature. The contributions in this book, by eminent practitioners in their fields from the USA, Great Britain, the Netherlands, and Australia, begin to point the way towards a theoretically more policy-oriented approach in which our knowledge of the decision and leadership process can be shown to overlap. Once this overlap is appreciated and taken into account, both subject areas become enriched." "The contributions address themselves to the leadership-decision-making process at various levels of social reality, from global problems of foreign policy, via analyses of what happens in business organizations, to research findings and theories that operate at the level of individuals and small social groups. This book will be of interest to students and scholars of business management, decision theory, organizational and social psychology, and sociology."--Jacket.