In a foundational empirical study, management scholar Henry Mintzberg identified ten distinct managerial roles that describe the multifaceted nature of a manager’s responsibilities. Despite the limited sample size in his research, interpersonal and communicative functions stood out as particularly central to effective management. These ten roles are categorized into three overarching groups: interpersonal, informational, and decisional roles. See Fig. M-1.
Interpersonal Roles
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Figurehead – As a representative of the organization, the manager performs ceremonial and symbolic duties (e.g., attending events, signing documents).
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Leader – Responsible for motivating, training, and guiding employees to achieve team and organizational goals (→ leadership).
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Liaison – Maintains networks and builds relationships with internal and external stakeholders to facilitate communication and collaboration.
Informational Roles
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Monitor – Continuously seeks and collects internal and external information relevant to the organization.
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Disseminator – Shares valuable insights and information with team members to ensure alignment and informed decision-making.
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Spokesperson – Represents the organization externally by communicating with media, stakeholders, and the public (→ communication).
Decisional Roles
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Entrepreneur – Initiates and oversees new projects and innovations to drive organizational change and growth.
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Disturbance Handler – Resolves conflicts and addresses unexpected crises that disrupt workflow or threaten stability.
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Resource Allocator – Decides where and how resources (time, personnel, budget) should be distributed for optimal impact.
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Negotiator – Participates in negotiations with stakeholders, unions, or partners to reach beneficial agreements.
Visual Overview
Fig. M-1: Managerial Roles According to Mintzberg
Mintzberg’s model continues to serve as a foundational framework in management education and leadership training, offering a comprehensive understanding of the dynamic roles managers must fulfill in modern organizations.
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