In today's world of turbulent social, economic and technological changes, lifelong learning and education has a prominent role and represents one of the determinants of success, both of an individual and a company, thus contributing to the prosperity of the entire community. 21st century managers face numerous challenges on the way to achieving greater efficiency, productivity and competitiveness of the organisation they manage. In such circumstances, lifelong learning arises as a factor that narrows the gap and strikes a balance between work, learning and inevitable changes. Previous research has shown that the Republic of Croatia is placed significantly below the European average regarding involvement of adults in the lifelong learning system. Therefore, it is not surprising that the topic of lifelong education of managers has not yet received adequate attention in our scientific and professional community. In that context, the intention of the doctoral thesis was to discover new and expand existing knowledge about lifelong education of Croatian managers. The main aim of the paper was to examine the perception of and attitudes of managers towards lifelong learning and to determine its impact on the development of their own potential and the success of the company. In order to obtain answers to the research questions and to test the set hypotheses, a survey was conducted. According to the results of data analysis, surveyed managers are aware of the importance and benefits of lifelong learning, but relatively few are formally educated. The research further showed that a slightly higher percentage of managers still participate in nonformal, and most of them in informal education. The results of the analysis also suggest that Croatian managers are generally dissatisfied with the offer and the quality of lifelong learning programmes and believe that they do not meet their needs and interests. The research also established that none of the analysed factors can be singled out as an insurmountable obstacle in the intention of managers to be continuously educated. Based on the answers of the respondents, it was concluded that they tend to agree, although not completely, that lifelong learning contributes to the development of their competencies and presents a factor in improving business. Although they do not neglect the importance of other areas of lifelong learning, managers have singled out human resources management, leadership, business communication and negotiation, and managerial decision-making as the most important. In addition, they statistically significantly differ in certain attitudes, with regard to the sociodemographic features and characteristics of the companies in which they work, while there are also issues where the differences are not significant. Overall, certain relevant predictors of differences in attitudes and perceptions of managers can be singled out. They need to be taken into account when creating lifelong learning programmes for particular specific groups of managers. The findings of the research undoubtedly greatly contribute to a better understanding of the issue of lifelong education of managers and represent the basis for its improvement at all levels.