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. (Contains 3 tables.)