Purpose – This research aims to explore the notion of fit between subordinates’ need for cognitive closure and supervisors’ power tactics on organizational conflict management. Design/methodology/approach – Two-hundred and ninety employees drawn from six different Italian organizations were recruited for the purpose of this study. Findings – Results indicated that high-need-for-closure subordinates utilized more constructive (solution-oriented) conflict management strategies when their supervisors relied on harsh power tactics, whereas low-need-for-closure subordinates were more inclined to use solution-oriented conflict management strategies when their supervisors relied on soft power tactics. Additionally, results indicated that, overall, supervisors’ use of harsh power tactics increased subordinates reliance on maladapted (control-oriented) conflict management strategies, but even more so for subordinates with low need for cognitive closure. Originality/value – This study highlights the importance of supervisor–subordinate fit to understand conflict management in organizational setting.