Cognitive styles and managerial behaviour: a qualitative study

Abstract

Purpose

The purpose of this paper is to contribute further insights into how cognitive styles influence managerial behaviour, using a qualitative approach.

Design/methodology/approach

Written testimonies were gathered from people with different cognitive styles, and content analysed (n=100).

Findings

Qualitative evidence was found for managerial style preferences in accordance with cognitive styles, leading to various ways of decision making, conflict handling, and giving feedback.

Research limitations/implications

Future research should explore how these results can be linked to contextual elements and to managerial performance.

Practical implications

This study contributes to increased managerial style awareness, which is important for intrapersonal development and interpersonal cooperation.

Originality/value

This is one of a few studies that have sought to qualitatively grasp the implications of having a particular cognitive style. It provides relevant insights into task‐ and people‐oriented managerial practices beyond previous, mainly quantitative studies.

Citation

Cools, E. and Van Den Broeck, H. (2008), "Cognitive styles and managerial behaviour: a qualitative study", Education + Training, Vol. 50 No. 2, pp. 103-114. https://doi.org/10.1108/00400910810862092