Abstract
Purpose: This study investigates how leaders maintain attention, direction, and coherence, in organisations with persistent high levels of internal noise. It addresses a gap in leadership research, where interruption is typically framed as an individual productivity issue rather than a systemic organisational condition.
Methodology: A mixed‑methods design grounded in pragmatist philosophy integrates semi‑structured interviews with 20 executives from technology, healthcare, and finance sectors and survey data from 120 respondents. Qualitative data are thematically analysed, while quantitative data are examined using descriptive and inferential statistics, with triangulation supporting integration.
Findings: Effective leadership in high‑noise environments relies less on charismatic direction and more on designing cognitive boundaries, decision rhythms, and shared interpretive stability across teams.
Originality/Value: The study introduces the High‑Noise Leadership Model, reframing interruption as a structural systems issue and positioning leadership as an architectural rather than dispositional practice.