Abstract
Decision-making is a fundamental responsibility of leadership, yet much of the existing research focuses primarily on cognitive elements such as knowledge, motives, reasoning, and intentions. Less attention has been given to how compassion is integrated into organizational decision-making, particularly within high-stakes environments like the military. This dissertation in practice explores the relationship between systems-informed coping appraisals and the enactment of compassion in decision-making, as experienced by retired general and flag officers during their active-duty service in the United States military. Using a qualitative, reflexive thematic analysis of leader narratives, the study addresses the research question: How do systems-informed coping appraisals influence the emergence of compassion in decision-making processes among military leaders? Insights gathered through audio-recorded interviews led to the development of a new conceptual model for integrating compassion into leadership decision-making. This model visually and theoretically illustrates how self-awareness, social awareness, and situational awareness converge into multi-dimensional awareness, generating positive coping appraisals. The framework offers a pathway for empowering leaders to act with wisdom, resilience, clarity, and compassion in complex operational environments.Keywords: compassionate leadership, decision-making, coping appraisals, multi-dimensional awareness, emotional intelligence, United States military