Tenure, Instinct, and Style: A Conjoint Analysis of Executive Decisions

Abstract

This study examines the configuration of executive decision-making attributes Decision Style, Instinctive Response, and Executive Tenure valued most under high-pressure scenarios. While these constructs are often studied in isolation, a significant research gap exists in understanding how they combine to form holistic leadership profiles. The purpose of this research is to deconstruct and quantify the relative importance and part-worth utilities of these three attributes using Conjoint Analysis (CA), a method that forces trade-off evaluations mirroring real-world judgment. Employing a quantitative, full-profile conjoint design, the research presented 40 senior professionals from an. Indonesian state-owned enterprise in the construction sector with 12 orthogonal profiles combining different levels of Decision Style (Analytical, Exploratory, Decisive, Cautious), Instinctive Response (Fight, Flight, Freeze), and Tenure (Low, Medium, High). Data were analyzed using aggregate-level Ordinary Least Squares (OLS) regression to calculate part-worth utilities and relative importance. The results revealed that Decision Style and Instinctive Response are equally paramount, each accounting for 50% of preference influence. The most valued profile was Decisive-Freeze, representing an archetype of "Calm Decisiveness," where clarity of action is coupled with a tactical, self-regulatory pause. Tenure served as an interpretive lens, suggesting the cognitive integration of style and instinct evolves from external validation in early career to internalized discipline in later stages. A key limitation is the reliance on stated preferences from a sector-specific sample, which may affect generalizability and does not equate to observed behavior in actual crises.