FLEXIBLE DECISION STYLES AND THE CHOICES OF TOP EXECUTIVES

Abstract

ABSTRACT Managers who have access to several modes of understanding have been described as ideal decision‐makers. This article reports on research that explored how flexible styles of decision‐making, defined by the number and kinds of accessible modes of understanding, influence the choices of top executives. Instruments were used to measure attitude toward ambiguity and uncertainty and to determine the style of the participating top executives. the participants were asked to evaluate eight capital expansion projects in terms of adoptability and risk. Inferences about decision‐making were drawn from these evaluations. the tolerance for ambiguity and uncertainty scores and the adoptability and risk ratings were associated with the participant's style. Top executives with a flexible style who have access to each of the modes of understanding were found to be aggressive decision‐makers with a high tolerance for ambiguity and uncertainty.

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