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Navigating complex environments requires complex leaders

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  • Gottfredson, Ryan
  • Crane, Bret

Abstract

In today’s dynamic and unpredictable business landscape, leaders at all organizational levels face the challenge of navigating increasingly complex environments and complex problems. However, many leaders lack the requisite skills and perspectives to meet these demands effectively. Extant research suggests that successfully addressing complexity requires leaders to develop a commensurate level of personal complexity. Specifically, two critical forms of leader complexity—self-complexity and cognitive complexity—are essential for thriving amid 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. In this article, we define each type of complexity, explore its significance for effective leadership in complex environments, and provide 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.

Suggested Citation

  • Gottfredson, Ryan & Crane, Bret, 2026. "Navigating complex environments requires complex leaders," Business Horizons, Elsevier, vol. 69(3), pages 419-432.
    • Handle: RePEc:eee:bushor:v:69:y:2026:i:3:p:419-432
    DOI: 10.1016/j.bushor.2025.06.002
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