The hypothesis that broadly defined managerial functions can be subdivided on the basis of their members′ internal and external task orientations, and that the resulting subfunctions are, respectively, predominantly “adaptive” or “innovative” in terms of Kirton′s adaption‐innovation theory, was tested. Data from samples of British (N = 115), Australian (N = 123) and American (N = 131) mid‐career managers undertaking MBA programmes who completed the Kirton Adaption‐Innovation Inventory (KAI) and provided employment histories displayed the expected patterns of task orientation and cognitive style. Implications for adaption‐innovation theory and the management of organisational change are briefly discussed.