Leadership complexity while navigating a complex conflict

About this book

Research on dynamical systems theory has demonstrated the vital role that higher levels of complexity play in the constructive management of complex conflicts. Requisite complexity theory proposes that there are stable individual complexity attributes that contribute to a dynamic complexity process that allows an individual to more effectively engage with complex and dynamic decision-making scenarios over time. However, to date, no research has empirically tested the relationships between these attributes and patterns of thought, affect and behavior in individuals engaging with complex tasks. This research examined the relationships between five proposed individual complexity attributes – cognitive complexity, perceived emotional complexity, tolerance for ambiguity, consideration for future consequences and behavioral repertoire – and level of integrative complexity, complexity of emotional experience and patterns of decision making while engaging with a complex conflict resolution simulation. Results provide initial support for the requisite complexity model, with cognitive complexity, perceived emotional complexity, tolerance for ambiguity and consideration for future consequences all demonstrating predictive validity for various aspects of the dynamic decision-making process. Implications for theory and practice are discussed, along with proposed avenues for future research.