Managerial decision-making is a socially embedded psychological process shaped by role expectations, institutional norms, and perceived responsibility under conditions of uncertainty and time pressure. This investigation explores sector-specific decision-making patterns and their practical integration with information technologies for leadership support in Uzbekistan. Leaders across different sectors participated (N=306; higher education: n=102; imam-khatibs: n=110; military: n=94). Decision-making tendencies were assessed using indicators aligned with the Melbourne Decision-Making framework (vigilance, avoidance, procrastination, and hypervigilance) together with subjective locus of control measures, allowing a socio-psychological interpretation of delayed or risk-averse choices. Intergroup differences were tested with Kruskal-Wallis procedures and supported by rank-based comparisons. Significant sector differences were identified for avoidance tendency, procrastination, and hypervigilance (p≤0.002), whereas vigilance did not vary meaningfully across groups, indicating that constructive decision orientation is relatively stable while maladaptive coping patterns are context sensitive. Building on these results, the paper proposes an applied integration pathway combining digital decision logs, structured decision protocols, and AI-assisted option summaries to improve transparency, feedback, and accountability in managerial workflows. Such tools can support human-AI collaboration by flagging delay risk, prompting timely review, and enabling reflective choices without replacing human judgment. The findings suggest that technology-assisted interventions should be tailored to psychological profiles and sector constraints to strengthen decision quality and timeliness.