Cognitive styles and managerial behaviour: a qualitative study
Cools, Eva Van Den Broeck, Herman
Cools, Eva
Van Den Broeck, Herman
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Publication Type
Journal article
Editor
Supervisor
Publication Year
2008-03-21
Journal
Education + Training
Book
Publication Volume
50
Publication Issue
2
Publication Begin page
103
Publication End page
114
Publication Number of pages
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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.
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Keywords
35 Commerce, Management, Tourism and Services, 3507 Strategy, Management and Organisational Behaviour