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This study offers a descriptive analysis of complex thinking as a form of cognitive competency among a group of 52 public servants holding local leadership positions in the Philippines. By extending the empirical examination of complex thinking beyond educational contexts and into local public leadership, the study contributes to an emerging line of research on the cognitive competencies associated with decision making in decentralized governance environments. Drawing on complexity theory applied to public decision making, it assumes that local governance requires the capacity to integrate heterogeneous information, anticipate interdependencies, and act under conditions of uncertainty. The assessment employed the eComplexity instrument using an adapted 21-item version structured into four dimensions: systemic, scientific, critical, and innovative thinking. Scores were rescaled to a 0–100 metric and, after confirming non-normality (Shapiro–Wilk), non-parametric tests were applied (Mann–Whitney, Kruskal–Wallis, and Dunn’s post hoc test with Bonferroni correction), along with Spearman’s rho correlations to examine dimensional coherence. No significant differences were observed by gender or income. Age showed overall variation across several dimensions, but robust pairwise differences were concentrated between the 31–40 and 41–50 age groups in systemic thinking and in the global score. Employment status differentiated only scientific thinking, with higher medians among permanent staff than contractual/project personnel. Correlations among dimensions were positive and significant, with particularly strong associations between systemic, critical, and innovative thinking, supporting the interpretation of complex thinking as an integrated competency in local public leadership. The findings should be interpreted considering the study’s descriptive design, localized convenience sample, and reliance on self-reported measures, which limit statistical generalizability beyond the analyzed context. Beyond its descriptive findings, the study offers initial empirical evidence relevant to governance research on the cognitive competencies associated with decision making among grassroots public leaders operating in decentralized institutional contexts. Examining complex thinking at this level helps illuminate how public actors interpret interdependencies, evaluate information, and navigate uncertainty in everyday governance practice.