Using cluster analysis of questionnaire data from the top managements of 103 Candaian companies, seven styles of corporate top management were identified. Each style was a particular configuration of the orientation to risk taking, technocracy, participation, structuring and coercion. The contextual conditions-properties of the company's external environment, its age and size, and its industry-associated with each style were also identified. Each style's relationship to measures of corporate goals, strategy, organizational structure, and corporate performance was examined. The theoretical and practical implications of the results were outlined.