Abstract
ABSTRACTThe influence of a manager's decision style in strategic decision‐making is explored using simulations. The Jungian style classification is extended to identify ‘data and process dominant’ styles of decision‐making. Managers with process dominant styles can use several types of data and managers with data dominant styles can apply various modes of data processing. Both the expanded and the traditional definitions of style are used as factors to explain how 79 top executives and 89 middle managers rated project simulations. Decision style is found to be a key factor in explaining the likelihood of taking strategic action and the risk seen in this action. Decisions made by top executives are more style dependent than those of middle managers. The extended definition of style reveals more about the preferences of top executives than traditional style categories.
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