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Cognitive styles and managerial behaviour: a qualitative study

Cognitive styles and managerial behaviour: a qualitative study 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Education + Training Emerald Publishing

Cognitive styles and managerial behaviour: a qualitative study

Education + Training , Volume 50 (2): 12 – Mar 21, 2008

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Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0040-0912
DOI
10.1108/00400910810862092
Publisher site
See Article on Publisher Site

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.

Journal

Education + TrainingEmerald Publishing

Published: Mar 21, 2008

Keywords: Management styles; Qualitative research; Organizational behaviour

References