Managerial Roles according to Henry Mintzberg

Mintzberg has drawn up a multifaceted concept of managers’ work, identifying

interpersonal, informational and decisional roles within the overall ‘umbrella
heading’ of the term manager. Note that all 10 roles set out by Mintzberg, involve
dealing with other people, even those that are not designated as interpersonal roles.

• Interpersonal roles – How a manager interacts with other people.

Description of actions Examples from managerial

practice requiring
activation of corresponding
roles
1. Figurehead Symbolic leader of the Attending ribbon-cutting
organization performing duties of ceremonies, hosting
social and legal character receptions, presentations and
other activities associated
with the figurehead role
2. Leader Motivating subordinates, Virtually all managerial
interaction with them, selection operations involving
and training of employees subordinates
3. Liaison Establishing contacts with Business correspondence,
managers and specialists of other participation in meetings
divisions and organizations, with representatives of other
informing subordinates of these divisions (organizations)
contacts

• Informational roles – How a manger exchanges and processes information.

1. Monitor (receiver) Collecting various data relevant to Handling incoming

adequate work correspondence, periodical
surveys, attending seminars
and exhibitions, research
tours
2. Disseminator of Transmitting information obtained Dissemination of
information from both external sources and information letters and
employees to interested people digests, interviewing,
inside the organization informing subordinates of
the agreements reached
3. Spokesperson Transmitting information on the Compiling and
organization’s plan’s, current disseminating information
situation and achievements of the letters and circulars,
divisions to outsiders participation in meetings
 with progress reports

• Decisional roles – How a manager uses information in decision making.

1. Entrepreneur (initiator Seeking opportunities to develop Participation in meetings

of change) processes both inside the involving debating and
organization and in the systems of decision making on
interaction with other divisions perspective issues, and also
and structures, initiates in meetings dedicated to
implementation of innovations to implementation of
improve the organization’s innovations
situation and employee well-being
2. Disturbance handler Taking care of the organizations, Debating and decision
correcting ongoing activities, making on strategic current
assuming responsibility when issues concerning ways of
factors threatening normal work of overcoming crisis situations
the organization emerge
3. Resource allocator Deciding on expenditure of the Drawing up and approving
organization’s physical, financial schedules, plans, estimates
and human resources and budgets; controlling
their execution
4. Negotiator (mediator) Representing the organization in Conducting negotiations,
all important negotiations establishing official links
between the organization and
other companies