Mintzberg's 10 management roles explained

As a manager, you naturally develop traits that reflect the way you've been managed and the experiences you've gained throughout your career.

How often do you find yourself negotiating, compiling budgets, resolving disputes, acting as the go-to person or attending meetings? In each circumstance, you're wearing a different hat and responding to different demands.

Henry Mintzberg recognised this and identified 10 management roles, which he grouped into three categories: Interpersonal, Informational and Decisional. These roles were first published in his 1989 book Inside Our Strange World of Organizations and remain one of the most widely recognised frameworks for understanding what managers actually do.

Mintzberg's 10 management roles

• Interpersonal
• Figurehead
• Leader
• Liaison
• Informational
• Monitor
• Disseminator
• Spokesperson
• Decisional
• Entrepreneur
• Disturbance Handler
• Resource Allocator
• Negotiator

As I worked my way up through the dizzy heights of the corporate arena, I realised I was trying to move into new roles whilst still maintaining responsibility for many of my previous ones. This created unnecessary stress and pressure on already burdened shoulders, not only for me but probably for those stepping into my previous roles too.

Looking back, had I received better support through mentoring or coaching, I know I would have become a better manager, not only for the organisation and my teams, but for myself as well.

Each of these areas is a subject in its own right, but as an overview, here's a useful checklist to support your own development, including those areas you consciously or unconsciously avoid.

Applying the model

Start by examining where you currently spend most of your management time.

Do you spend most of your day:

• Leading people?
• Managing conflict?
• Sharing information?
• Allocating resources?
• Negotiating?

Next, write down all ten roles and score yourself from 1–5, where:

1 = Very skilled
5 = Not skilled at all

This simple exercise will quickly highlight where your greatest opportunities for development lie.

Interpersonal roles

Figurehead (1)

People look to you as someone with authority and someone who inspires confidence.

Consider your image, your reputation and your behaviour because others will often follow your example. Avoid becoming overly sympathetic, but always show empathy.

Think about how you can become the kind of role model others naturally want to follow.

Leader (2)

As well as being a business leader, you're also a team leader. You need to support individuals while maintaining the performance of the wider team.

To get the very best from people:

• Build trust.
• Make time for your team.
• Give regular feedback.
• Avoid being too hands-off.
• Equally, avoid micromanagement.
• Set clear goals.
• Delegate effectively.
• Lead by example.
• Continue developing your emotional intelligence.

Liaison (3)

Building relationships inside your organisation is just as important as building them outside it.

Network with colleagues, peers, like-minded organisations and businesses generally.

Networking is an art, and there are many courses, events and opportunities to practise and improve your communication skills at every level.

Informational roles

Monitor (4)

To be effective in this role, learn how to gather valuable information without becoming overwhelmed.

Train yourself to scan-read effectively and identify useful information rather than becoming distracted by information overload, such as endless notifications and updates.

Pay attention not only to changes within your own team but also within your organisation and your wider industry.

Keep your eyes open and actively look for emerging trends and opportunities.

Disseminator (5)

This role is about sharing information effectively.

Ensure that the people around you receive information that is useful, relevant and timely.

Remember, this isn't simply about sharing your opinions. It's about communicating information that helps others perform their roles more effectively.

Whether through agendas, team briefings or face-to-face conversations, aim to keep your communication factual, relevant and purposeful.

Spokesperson (6)

As a spokesperson, you become the voice of your organisation.

You communicate with customers, suppliers and other external audiences about what your organisation stands for.

Presentation skills are essential.

Confidence, clarity and the ability to communicate complex ideas simply all contribute to becoming an effective spokesperson.

Some people believe these skills are something you're born with.

I believe they're skills that can be learnt and developed.

Decisional roles

Entrepreneur (7)

Open-mindedness is essential.

Entrepreneurs constantly look for opportunities to improve the business, solve problems and introduce new ideas.

They understand that change management is a skill in itself and appreciate both the opportunities and challenges that change can bring.

Disturbance Handler (8)

Conflict can arise between individuals or entire teams.

Managing these situations isn't simply about establishing the facts. It's also about recognising and understanding the emotions attached to the problem.

Don't hope conflict will resolve itself; it rarely does.

Address issues early and approach every situation with empathy for everyone involved.

Resource allocator (9)

Managers regularly make decisions about how resources are used.

This may involve allocating budgets, recruiting staff, approving overtime or investing in equipment.

It also means understanding where priorities lie, where efficiencies can be achieved and how resources can be used most effectively, not simply reducing costs by cutting people.

Negotiator (10)

Preparation is everything.

Before entering a negotiation, practise with someone you trust or role-play different scenarios.

Prepare yourself emotionally as well as practically.

Think about possible objections and outcomes before they happen.

Successful negotiation isn't simply about getting what you want; it is about finding a solution that creates the best possible outcome for everyone involved.

Putting the model into practice

Mintzberg's 10 Management Roles provide an excellent framework for developing your management and leadership skills.

Whether you're an aspiring manager, an experienced leader, or simply looking to improve the way you work with others, this model offers a practical checklist to revisit throughout your career.

Even outside the workplace, these roles can help you think differently about how you lead within your family, community or social groups.

Use the model regularly, identify the roles that come naturally and focus your development on those that don't.

The more balanced your management approach becomes, the more effective and confident you'll be as a leader.