This study experimentally evaluated the effects of managerial styles (X and Y theory) on task performance considering task nature (manual vs cognitive) and individual motivation. Hypothesis 1 predicted that X-motivated individuals would perform better under X-style management, and vice versa. Hypothesis 2 predicted this effect would be greater for manual than cognitive tasks. Hypothesis 3 predicted more social loafing under Y-style than X-style management. The study used a 3x2 quasi-experimental design with 12 participants completing history questions and puzzles under X-style and Y-style supervision, both with and without motivation. Results found no significant differences in performance based on management style or task type. However,