TY  - JOUR
AB  - 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.
VL  - 50
IS  - 2
SN  - 0040-0912
DO  - 10.1108/00400910810862092
UR  - https://doi.org/10.1108/00400910810862092
AU  - Cools Eva
AU  - Van Den Broeck Herman
ED  - Carol Evans
ED  - Martin Graff
PY  - 2008
Y1  - 2008/01/01
TI  - Cognitive styles and managerial behaviour: a qualitative study
T2  - Education + Training
PB  - Emerald Group Publishing Limited
SP  - 103
EP  - 114
Y2  - 2024/04/25
ER  -