itionally, the older role of entrepreneur was annotated with a minus sign to annotate that it was a very weak association, which I will discuss later.
             In my previous paper, I used the analogy of a nineteenth century sailing ship captain to relate the four leader competencies that Bennis discussed (Erickson, 2002). This analogy also applies to these six roles, which I will discuss with each role in turn.
             By communicating, Mintzberg is referring to the counterpart roles of monitor and disseminator. A manager spends time dealing with subordinates and monitoring information provided to him/her. This information is then processed and returned to the group at large. "This kind of surveillance management takes place not only by 'walking about' but just by 'being there.'" (Mintzberg, p.766)
             For our ship captain, he must be able to effectively communicate where the ship will be going. Otherwise, all of the efforts of the crew, no matter how well intentioned, will be for naught.
             In the role of controlling, I think the strongest links are to dis
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