Abstract
Abstract
This systematic review explores the relationship between cognitive styles and Mintzberg’s managerial roles by synthesising findings from 72 empirical studies. Our analysis reveals that research on cognitive styles has predominantly focused on decisional roles, with equal attention given to interpersonal and informational roles. MBTI, KAI, and CSI are frequently used to assess the cognitive styles of managers. Drawing form these findings, we develop a conceptual framework outlining three key pathways through which cognitive styles influence managerial roles: (1) direct influence, (2) moderating the relationship between internal organisational factors and managerial roles, (3) the need for mediator factors, such as trust, to explain the influence of cognitive styles on managerial role. While cognitive styles shape managerial decision-making, leadership, and information processing, their effectiveness depends on organisational and contextual dynamics. We propose potential future research questions by expanding the studies into cultural and industry differences and the role of training and personal development.
Keywords: cognitive styles, managerial roles, systematic literature review