FLEXIBLE DECISION STYLES AND THE CHOICES OF TOP EXECUTIVES

Managers who have access to several modes of understanding have been d escribed as ideal decision-makers. This article reports on research th at explored how flexible styles of decision-making, defined by the num ber and kinds of accessible modes of understanding, influence the choi ces of top executives. Instruments were used to measure attitude towar d ambiguity and uncertainty and to determine the style of the particip ating top executives. The participants were asked to evaluate eight ca pital expansion projects in terms of adoptability and risk. Inferences about decision-making were drawn from these evaluations. The toleranc e for ambiguity and uncertainty scores and the adoptability and risk r atings were associated with the participant's style. Top executives wi th a flexible style who have access to each of the modes of understand ing were found to be aggressive decision-makers with a high tolerance for ambiguity and uncertainty.