Why do managerial styles persist even when managers turn over? Using personnel records from a large Japanese manufacturer, we estimate manager fixed effects on subordinates’ overtime hours as a measure of managerial style. Before promotion, some managers worked under supervisors who demanded more overtime from their subordinates. These managers later tend to demand more overtime from their own subordinates, and our evidence supports the interpretation that managers learn styles from former supervisors. Moreover, the firm repeatedly assigns managers with similar styles to the same sections, sustaining section-level persistence. Together, these processes reproduce managerial styles within an internal labor market.