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The thinking styles of managers: Dimensionality, profiles and motivational antecedents

Author

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  • Amirali Minbashian

    (School of Management, UNSW Business School, UNSW Sydney, Sydney, NSW, Australia)

  • Damian P Birney

    (School of Psychology, University of Sydney, Camperdown, NSW, Australia)

  • David B Bowman

    (YSC, The Rocks, NSW, Australia)

Abstract

Despite its widespread application in the educational field, little research has applied thinking style constructs from Sternberg’s (1988) theory of mental self-government to management. The present study examines the dimensionality, profile scores and motivational antecedents of thinking styles among a sample of 256 managers from large organisations. The findings confirm the four-factor structure of thinking styles that has been observed in the education field, albeit with slightly altered meanings. With respect to their profiles, managers displayed a preference for Type I styles (generative processes that are cognitively complex) over Type II styles (cognitively simple processes that involve adhering to norms), an external style over an internal style, and a global style over a local style. As predicted, learning orientation was positively related to Type I styles, and performance-prove orientation was positively related to Type II styles. A performance-avoid orientation was not related to either style type.

Suggested Citation

  • Amirali Minbashian & Damian P Birney & David B Bowman, 2019. "The thinking styles of managers: Dimensionality, profiles and motivational antecedents," Australian Journal of Management, Australian School of Business, vol. 44(1), pages 70-90, February.
    • Handle: RePEc:sae:ausman:v:44:y:2019:i:1:p:70-90
    DOI: 10.1177/0312896218775150
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    References listed on IDEAS

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    1. Chowdhury, Sanjib, 2005. "Demographic diversity for building an effective entrepreneurial team: is it important?," Journal of Business Venturing, Elsevier, vol. 20(6), pages 727-746, November.
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