Henry Mintzberg, a leading management scholar, identified ten managerial roles that capture the complexity of what managers actually do in organisations. Instead of viewing management as a single function, Mintzberg recognised that managers perform multiple interconnected roles every day - working with people, processing information and making critical decisions. These roles fall into three categories: interpersonal, informational and decisional.
Interpersonal Roles
These roles focus on managing relationships and building connections inside and outside the organisation.
1. Figurehead
The manager performs ceremonial and symbolic duties, representing the organisation at events, meetings or formal occasions. This role reinforces authority and organisational identity.
2. Leader
The manager motivates, guides and supports employees. This includes setting expectations, developing team capabilities and fostering a positive work environment to achieve organisational goals.
3. Liaison
The manager builds and maintains networks of relationships with people inside and outside the organisation. Effective liaison work ensures smooth communication and collaboration across departments and external partners.
Informational Roles
These roles involve gathering, processing and sharing information, which is essential for informed decision-making.
4. Monitor
The manager actively seeks out relevant information from both internal and external sources—such as performance reports, industry updates and stakeholder feedback—to stay aware of issues and opportunities.
5. Disseminator
The manager shares important information with team members and other internal stakeholders. This includes communicating policies, updates, insights and decisions to ensure alignment across the organisation.
6. Spokesperson
The manager represents the organisation externally, providing information to customers, suppliers, the media, regulators or community groups. They communicate the organisation’s position and protect its reputation.
Decisional Roles
These roles relate to making choices, solving problems and driving the organisation forward.
7. Entrepreneur
The manager initiates improvements, identifies new opportunities and champions innovation. This involves taking calculated risks and driving change within the organisation.
8. Disturbance Handler
The manager responds to unexpected challenges, conflicts or crises. They intervene to restore stability, manage disruptions and ensure continuity.
9. Resource Allocator
The manager decides how organisational resources—such as people, budgets, time and equipment—are distributed. This role requires balancing competing demands and prioritising strategically.
10. Negotiator
The manager negotiates agreements with internal and external parties, such as suppliers, clients, unions or other departments. Effective negotiation helps secure favourable outcomes for the organisation.
Why Mintzberg’s Roles Matter
Mintzberg’s framework highlights that management is dynamic and multifaceted. Managers constantly shift between roles depending on circumstances, priorities and stakeholder needs. By understanding these roles, managers can:
- Recognise their full range of responsibilities
- Improve communication and leadership effectiveness
- Develop stronger decision-making and problem-solving skills
- Build better stakeholder relationships
- Balance operational demands with strategic initiatives
In practice, a single managerial task—such as launching a new project—may require multiple roles simultaneously, illustrating the richness and complexity of real-world management.
