My sense is that the upcoming Presidential election is going to be a much closer race than many Bush Administration supporters currently think, so this NY Sunday Times article on John Kerry’s management style is timely in that it provides some insight into how a President Kerry would go about making decisions.
Mr. Kerry, who is a former prosecutor, is a four term senator without any meaningful management experience in terms of running a business, so his management style is primarily reflected on how he runs his campaign:

Mr. Kerry is a meticulous, deliberative decision maker, always demanding more information, calling around for advice, reading another document ? acting, in short, as if he were still the Massachusetts prosecutor boning up for a case.
He stayed up late last Sunday night with aides at his home in Beacon Hill, rewriting ? and rearguing ? major passages of his latest Iraq speech, a ritual that aides say occurs even with routine remarks.
In interviews, associates repeatedly described Mr. Kerry as uncommonly bright, informed and curious.

But Mr. Kerry’s curiousity brings with it an indecisiveness borne of a tendency to become deluged in what I refer to as “data dumps:”

But the downside to his deliberative executive style, they said, is a campaign that has often moved slowly against a swift opponent, and a candidate who has struggled to synthesize the information he sweeps up into a clear, concise case against Mr. Bush.
Even his aides concede that Mr. Kerry can be slow in taking action, bogged down in the very details he is so intent on collecting, as suggested by the fact that he never even used the Medicare information he sent his staff chasing.
His attention to detail can serve him well on big projects, as it did when he sent aides scurrying across the country to find long-lost fellow Vietnam veterans who could vouch for his war record. But sometimes, his aides say, it is a distraction, as it was in early 2003, when they say he spent four weeks mulling the design of his campaign logo, consulting associates about what font it should use and whether it should include an American flag. (It does.)
His habit of soliciting one more point of view prompted one close adviser to say he had learned to wait until the last minute before weighing in: Mr. Kerry, he said, is apt to be most influenced by the last person who has his ear.

And whereas President Bush rarely makes management changes in his top circle of advisors, Kerry often does:

Mr. Kerry has also, in this campaign and earlier ones, repeatedly upended his staff, edging longtime advisers aside or dismissing aides outright when things threatened to run off the tracks. As a result, while some stalwarts from Mr. Kerry’s first campaign have stuck with him since 1972, the senior staff of his campaign includes few people who call themselves his friends or are personally loyal to him.

And there is a hint of the Jimmy Carter micromanager management style in Kerry’s approach:

Mr. Kerry’s circle is as wide and changing as Mr. Bush’s is constricted and consistent. He is always calling one more friend, and the campaign lineup has shifted so often that rumors of staff changes have become part of the daily gallows humor at Kerry headquarters on McPherson Square in downtown Washington.
Instead of delegating authority to a single adviser, Mr. Kerry relies on different people for different advice. And, he made a point of saying in the interview, none of them have too much authority. “I am always in charge,” he said.

And though he is constantly seeking out advice, Kerry does not always follow it:
For all his eagerness to seek advice, Mr. Kerry does not always take it.

After he delivered a 35-minute speech at the University of Pittsburgh last spring, Gov. Edward G. Rendell of Pennsylvania gently tried to reinforce a message Mr. Kerry’s aides had been struggling to impart.
“I said I thought it was a little long for an outdoor speech,” Mr. Rendell recalled. “My rule of thumb for an outdoor speech is 15 to 20 minutes.”
That night at the Philadelphia Convention Center, Mr. Rendell prepped Mr. Kerry by saying the crowd was full of party veterans and urging him to keep his speech short. He talked for 32 minutes.
When Mr. Kerry arrived in Allentown early this month for a rally at the fairgrounds, Mr. Rendell did not even mention his 20-minute outdoor rule. “I’ve given up,” Mr. Rendell said. “He listens sometimes, and he doesn’t listen sometimes.”
Mr. Kerry spoke for 38 minutes.