Birth order revelations about managers

Purpose This paper aims to reveal the effects of birth order in decision-making style, conflict handling style and propensity for participative decision-making. The intention is to open the perspective of birth order research in organizational studies, as an important individual difference of managers. Design/methodology/approach A survey was conducted with 230 managers from different industries in Kosovo. Self-report measures were used for decision-making style, conflict handling style and participatory decision-making constructs. Findings Results indicate that only children are more avoidant and spontaneous decision-makers. Firstborns are rational in decision-making and prefer problem-solving in conflict handling. Middleborns are intuitive decision-makers and use compromising in conflict handling. Lastborns make decisions rationally and use both compromising and problem-solving in conflicting situations. In addition, lastborns appeared to have a more positive attitude toward participative decision-making, followed by middleborns, firstborns and only children. Research limitations/implications Birth order affects managers’ behaviors in decision-making and conflict situations. Relationship dynamics in sibships are reflected in organizational settings, affecting how people behave in decision-making and conflict handling. Originality/value To the best of the authors’ knowledge, this is the first study to attest how birth order influences the ways managers make decisions, handle conflicts and involve others in decision-making. As birth order cannot be changed, such knowledge is critical.