Research on the Mechanism of the Influence of Leadership Cognitive Complexity on Strategic Decision-Making Quality

Xiaoxu Ma

doi:10.62051/ijgem.v7n3.01

Authors

Xiaoxu Ma

DOI:

https://doi.org/10.62051/ijgem.v7n3.01

Keywords:

Leadership cognitive complexity, Strategic decision-making quality, Organizational environment, Mechanism of influence

Abstract

This paper investigates the mechanism through which leadership cognitive complexity influences the quality of strategic decision-making. In today’s rapidly changing and highly uncertain business environment, cognitive complexity, as a crucial component of leaders’ cognitive capabilities, plays a vital role in strategic decision-making quality. Cognitive complexity encompasses the ability to identify relationships among multiple factors, evaluate diverse perspectives, and seek innovative solutions in complex situations. Leaders with high cognitive complexity are able to effectively identify key environmental factors, foresee risks, and recognize opportunities, thereby enhancing decision-making flexibility and innovativeness. This study explores how to measure and enhance leaders’ cognitive complexity and examines its specific manifestations in various decision-making contexts. Further, it analyzes how strategies such as enhancing organizational structural flexibility, cross-departmental collaboration and information flow, as well as investment in technological infrastructure and information resources, influence decision-making quality. The study aims to offer guidance for enterprises to develop leadership cognitive complexity in order to improve the effectiveness and adaptability of strategic decisions, ultimately strengthening overall organizational competitiveness and long-term development capability.

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