Flattering and unflattering personality portraits of integratively simple and complex managers.

Research has revealed a good deal about both the situational determinants and judgmental and behavioral consequences of integrative complexity. Little is known, however, about people who are prone to think in integratively simple or complex ways. The present study fills this gap by drawing on data collected during in-depth assessments of master of business administration candidates. Integrative complexity was correlated with a broad range of self-report, observer-rating, semipro-jective, and managerial-simulation measures. Results revealed a more complex pattern of corre-lates than one would expect from the flattering theoretical portrayals of integrative complexity. On self-report measures, complex persons scored higher on openness and creativity and lower on social compliance and conscientiousness. On personality-observer ratings, they emerged as narcissistic and somewhat antagonistic. On managerial-observer ratings, complex persons emerged as higher on initiative and self-objectivity. On semiprojective measures, complex persons scored higher on power motivation. The integratively complex manager is reminiscent of creative architects, scien-tists, and writers who participated in previous assessments over the past 3 decades. The integrative complexity construct was originally con-ceived as an attempt to capture individual differences in styles