This research is directed to an analysis of certain change related variables, (e.g. competitive/innovative attitudes and postures), that are influential in determining a Chief Executives perception and choice of growth strategies available within his companies future. It attempts an analysis of the interaction on the change dimension of a management culture and its operating environment. For purposes of contrast this culture was in part defined by the levels of conservatism found in the Chief Executive personality. A national sample was drawn from among Chief Executives of the larger, (fifty employees plus), New Zealand Commercial enterprise. A measure was developed from the work and findings of a conservatism theorist, G. Wilson to sample sort for respondents who would fall within one of two groups at the extremes of a range of conservatism (Very Low/Very High). Significant relationships were identified that indicated determining influences by Executive personalities and attitudes on the growth and change futures of the organisations they managed; in turn this has re-emphasized the need to more fully recognize that the behavioural characteristics of the firm and its leadership are at least of equal significance with the structural in shaping-out organisational futures.