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ABSTRACTJung's personality‐theory typology is used as a framework for exploring the effects of cognitive style on the type and radicalness of choices made in strategic decision situations. Extending the work of Haley and Stumpf [23], it is proposed that individuals with different personality‐type preferences exhibit cognitive styles that are associated with specific biases in the pattern of choices they make. Through participation in an interactive behavioral simulation, 407 participants confronted over one hundred ill‐structured decision situations and proposed whatever actions they perceived appropriate. The results support the hypothesized relationships that individuals with different personality‐type preferences (i.e., sensing‐thinking, intuition‐thinking, sensing‐feeling, and intuition‐feeling) take patterns of actions that reflect specific biases (i.e., selective perception, positivity, social desirability, and reasoning‐by‐analogy, respectively). The implications of these findings for evaluating the likely effectiveness of strategic decisions and making senior‐level staffing decisions are discussed.

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