2025/06/06 by Ryan K. Gottfredson, Ryan Gottfredson, Bret Crane
Decision Sciences · #Complex Systems and Decision Making
paper · doi:10.1016/j.bushor.2025.06.002
In today’s dynamic and unpredictable business landscape, leaders at all organizational levels face the challenge of navigating increasingly complex environments and the increased frequency of complex problems. However, many leaders lack the requisite skills and perspectives to meet these demands effectively. Research suggests that successfully addressing complexity requires leaders develop a commensurate level of personal complexity. Specifically, two critical forms of leader complexity—self-complexity and cognitive complexity—are essential for thriving amidst these challenges. Self-complexity enables leaders to embrace a multifaceted understanding of their roles and identities, fostering adaptability and resilience. Cognitive complexity enhances leaders’ capacity to process nuanced information and integrate diverse perspectives for sound decision-making. This paper defines each type of complexity, explores its significance for effective leadership in complex environments, and provides actionable strategies for leaders at all levels to develop these essential capabilities. By advancing leader complexity, organizations can better equip their teams to navigate the multifaceted demands of the modern business world.