This paper examines the style of management in the non-profit sector in Ireland and it explores the extent to which the values of managers translate into the practice of management in Irish voluntary organisations. One of the most obvious manifestations of management practices is the style of management adopted in an organisation. One of the most influential contemporary writers on the subject, John Purcell (Purcell, 1987; Purcell and Grey, 1986), states that management style is 'the existence of a distinctive set of guiding principles, written or otherwise, which set parameters to, and signposts for, management action in the ways employees are treated and particular events handled' (1987: 267). Using both quantitative data from surveys and qualitative data from in-depth interviews, the findings from this study indicate that managers' style is consensual, consultative and inclusive, and they are more people-oriented than task-oriented. Overall the data shows that there is a good 'fit' between managers' description of their management style and their values. The majority of managers described their most important values as universalism, spirituality, benevolence and self-direction, which find resonance with the caring, enabling, people-focused style of management in the non-profit sector in Ireland.