When leaders choose alone: understanding unilateral decision making

What is unilateral decision making?

Understanding the Unilateral Approach in Leadership

Unilateral decision making is a style where a leader makes decisions alone, without seeking input or consensus from others. This approach can be seen in various contexts, from parenting plans to business teams, and even in group settings where one person assumes the role of the primary decision maker. The mindset behind unilateral decisions often centers on control, efficiency, and the belief that one person’s judgment will serve the best interests of the team or organization.

In leadership, the unilateral style can emerge for several reasons. Sometimes, leaders feel that involving team partners or group members will slow down the process or lead to decision compromise. In other cases, a leader may don the role of sole decision maker due to a lack of trust in the team’s expertise, or simply because they don’t care to engage in joint decision making. This can affect the relationship between the leader and team members, as partners feel excluded from decisions that affect their work or well-being.

Unilateral decision making is not limited to the workplace. In parenting, for example, one parent might make decisions alone about a child’s routine or education, without consulting the other partner. This can create tension and disrupt mutual respect, especially when decisions affect everyone involved. The same dynamics can be observed in any group or team where power control is concentrated in one individual.

Understanding your own making style is crucial for effective leadership. Leaders who regularly choose to decide alone should reflect on how their decisions impact communication, trust, and collaboration within their teams. For those interested in developing a more balanced approach, exploring resources on effective leader standard work templates can provide practical guidance for integrating both autonomy and collaboration into daily decision making.

Why leaders choose to decide alone

Why Some Leaders Prefer to Decide Alone

Unilateral decision making is not just a matter of personality; it often reflects a leader’s mindset, working style, and the context in which decisions are made. Leaders may choose to make decisions alone for several reasons, each influencing their relationship with team members and partners.

• Need for control: Some leaders feel a strong sense of responsibility for outcomes and believe that making decisions alone allows them to maintain power control over the process. This can be especially true in high-stakes situations where the decision maker feels the risks are too great to share.
• Efficiency and speed: In fast-paced environments, leaders may skip content that slows down the process. They might believe that unilateral decisions are the quickest way to respond to urgent challenges, especially when time is limited or when group consensus seems unlikely.
• Expertise and confidence: Leaders with significant experience or expertise in a specific area may feel that their judgment is best. This making style can be seen in both business and parenting, where a parent or leader believes they know what’s in the best interests of the child or team.
• Past experiences: If previous attempts at joint decision making led to conflict or poor outcomes, a leader may develop a habit of making unilateral decisions. They might feel that partners will agree with their choices or that team partners don’t care enough to be involved.

However, this approach can affect the relationship between the leader and their group. Team members or partners may feel excluded, especially if their input is consistently overlooked. In parenting plans or business, making decisions without consultation can undermine mutual respect and communication.

It’s important to recognize that while some situations may call for a unilateral decision, a balanced approach often leads to better outcomes. Leaders who are aware of their making style and the impact of their choices on others can foster a healthier, more collaborative environment. For more on how decisiveness shapes leadership, see mastering decisiveness as an entrepreneur.

Potential benefits of unilateral decisions

When Acting Alone Can Move Things Forward

Unilateral decision making, where a leader chooses without seeking input from partners or team members, is often viewed with skepticism. However, there are scenarios where this making style brings real advantages for the group or organization. Understanding these benefits can help leaders use this approach wisely and avoid the pitfalls discussed elsewhere in this article.

• Speed and Efficiency: In urgent situations, waiting for consensus or joint decision processes can slow progress. A single decision maker can act quickly, which is crucial when time is limited or when the team faces a crisis. This can be especially true in parenting plans or when working with a child who needs immediate guidance.
• Clarity of Direction: Sometimes, teams need clear leadership. When a leader makes a unilateral decision, it can cut through confusion and provide a strong sense of direction. This is helpful when the group is divided or when partners feel uncertain about the next steps.
• Accountability and Control: When one person is responsible for the outcome, it’s easier to assign accountability. This can be important in situations where power control or compliance is required, such as in regulated industries or when decisions affect many stakeholders.
• Protecting Best Interests: There are moments when a leader must act in the best interests of the team, even if not everyone will agree. For example, in parenting or when managing a team, sometimes the leader sees risks or opportunities that others don’t. Acting alone can safeguard the group’s interests.

Of course, this making style is not without risks. Leaders must balance autonomy with open communication and mutual respect to avoid making partners feel excluded or undervalued. For more on how self-awareness and training can shape effective leadership, see this resource on effective leadership training.

Ultimately, the decision to act unilaterally should be guided by context, the needs of the team, and a commitment to making decisions best for all involved.

Risks and drawbacks to consider

Unilateral Decisions: The Hidden Costs

When a leader consistently makes unilateral decisions, the effects ripple far beyond the immediate outcome. While acting alone may seem efficient, this decision making style can create challenges that impact the team, partners, and even the leader’s own growth. Relationship Strain and Trust Issues
Unilateral decision making can strain relationships within a team or group. When team members or partners feel excluded from the process, they may question whether their perspectives matter. This can erode mutual respect and trust, making future collaboration more difficult. In parenting or co-parenting, for example, one parent making all the decisions can leave the other feeling powerless, undermining the partnership and the child’s sense of stability. Reduced Buy-In and Engagement
When decisions affect a group but are made by one person, team members may not fully support the outcome. If people don’t feel involved, they may disengage or resist implementing the decision. This can be especially true in working environments where joint decision making is expected. A team that feels their input is skipped may not work in the best interests of the group, leading to lower morale and productivity. Missed Opportunities for Better Solutions
A unilateral mindset can limit creativity and problem-solving. By not seeking input from others, leaders risk missing valuable perspectives that could lead to better decisions. Diverse teams often generate stronger solutions through open communication and compromise. When one person controls the process, the group loses out on this collective wisdom. Power Imbalances and Control Issues
Consistently making decisions alone can create a dynamic where power and control are concentrated in one individual. This can foster resentment among team partners or family members, especially if they feel their needs or opinions don’t matter. In the long run, this style can damage the leader’s credibility and authority, as others may perceive them as someone who doesn’t care about collaboration or shared goals. Long-Term Impact on Team Culture
A pattern of unilateral decisions can shape the overall culture of a team or organization. If people expect that their voices won’t be heard, they may stop offering ideas or feedback altogether. Over time, this can stifle innovation and make it harder to attract or retain talented team members who value open communication and mutual respect. In summary, while unilateral decision making may offer short-term control, it often comes at the expense of relationships, engagement, and long-term success. Leaders who recognize these risks can begin to balance autonomy with collaboration, ensuring that decisions best serve both the individual and the group.

Balancing autonomy and collaboration

Finding the Right Balance Between Independence and Team Input

Leaders often face the challenge of choosing between making decisions alone or involving others. While unilateral decision making can offer speed and clarity, relying on it too often may impact the relationship with team members and partners. Striking a balance between autonomy and collaboration is essential for effective leadership.

• Recognize when to involve others: Not every decision requires group input. However, when decisions affect the team, partners, or the broader organization, joint decision making can foster mutual respect and trust.
• Assess the impact: Consider how your making style influences those around you. If partners feel excluded or team members sense a lack of communication, the decision may not serve the best interests of the group.
• Adopt a flexible mindset: Sometimes, a leader's will to control every outcome can unintentionally signal a 'don care' attitude toward others' perspectives. Balancing power control with openness helps create a culture where everyone feels valued.
• Encourage open communication: Whether in parenting plans, working relationships, or group projects, transparent dialogue about how decisions are made can prevent misunderstandings and resentment.
• Practice decision compromise: In situations where opinions differ, finding middle ground can be more effective than insisting on a unilateral approach. This is especially true when decisions best serve the collective rather than just the decision maker.

Leaders who skip content from their team or partners risk missing valuable insights. While autonomy is important, the most effective decision makers know when to seek input and when to act independently. Over time, this balance strengthens the team, enhances trust, and leads to better outcomes for all involved.

Developing self-awareness in decision making

Building Awareness of Your Decision Making Style

Understanding your own approach to decision making is crucial for effective leadership. Many leaders may not realize how often they default to a unilateral decision style, where choices are made alone without input from team members or partners. This can stem from a desire for control, a belief that they know what’s best, or simply a habit formed over years of working independently. Self-awareness starts with honest reflection. Ask yourself:

• Do I tend to make decisions alone, or do I seek input from others?
• How do my decisions affect my team, partners, or group?
• Are there patterns in my decision making that mirror my experiences as a child or in parenting roles?
• Do I communicate my reasoning, or do I expect others will agree without discussion?

It’s important to recognize that a unilateral decision can sometimes be necessary, especially in urgent situations. However, relying on this style too often may cause team partners to feel excluded or undervalued. Over time, this can impact trust, mutual respect, and the overall relationship within the group. Leaders who develop self-awareness are better equipped to balance autonomy with collaboration. They understand when to take charge and when to involve others in joint decision making. This mindset shift helps ensure that decisions are not only in the best interests of the organization but also foster a sense of partnership and shared responsibility. Practical steps to enhance self-awareness include:

• Requesting feedback from team members about your decision making style
• Observing how your decisions affect others and the group dynamic
• Reflecting on past situations where a unilateral approach worked—or didn’t
• Considering how power and control influence your choices

By actively working on self-awareness, leaders can avoid the pitfalls of unilateral decisions and create an environment where communication, trust, and joint decision making thrive. This not only benefits the team but also supports long-term success and healthy working relationships.