"Redefining Managerial Roles for the Leader"
             Extending on Ott Reader Article: 19 – Bennis
             In my previous paper, I discussed how out of the ten managerial roles defined by Henry Mitzberg in the 1960s, a true leader must focus on the more critical managerial roles. Mintzberg defined these ten roles as: figurehead, leader, liaison, monitor, disseminator, spokesperson, entrepreneur, disturbance handler, resource allocator, and negotiator. (Robbins, p.3) I proposed that if a manger were to focus his efforts primarily on being a leader, secondarily on monitoring and being an entrepreneur, and finally on the other seven remaining roles, then they could emerge as a true leader. (Erickson, 2002)
             In a recent article, Henry Mintzberg focused on two managers of two separate Red Cross camps in Tanzania. He wanted to define what made these two managers exceptional despite the very real world dangers and friction that they encountered. He spent a day with each manager observing how they spent their time and efforts.
             In his study of the Red Cross camps, he concluded that the managers had only six roles: communicating, controlling, leading, linking, doing, and dealing. (Mintzberg, p.760) Now why would Mintzberg discount his own previous model of the ten roles? Have the roles of managers been redefined over time? Have we consolidated some of the duties? Could the fact that we're dealing with a non-profit organization influence the roles?
             First, it may help to align the basic ten roles with our new six roles. Table 1 represents how some of the values line up.
             Table 1: Comparing Mintzberg's Managerial Roles (Present vs. Past)
             2002 Managerial Roles 1960s Managerial Roles
             Controlling Disturbance Handler, Resource Allocator, (Monitor)
             Dealing Liaison, Negotiator, Spokesperson, (Figurehead)
             If a role could arguably be placed in two of the new categories, parentheses annotate the weaker association. Add...