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Enactment In Managerial Jobs: A Role Analysis

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  • Nanette Fondas
  • Rosemary Stewart

Abstract

Research into managerial jobs and behaviour has been appropriately criticized for being acontextual and atheoretical. Hales (1986) suggested that role theory could provide one suitable theoretical framework. This article assesses the merit of that suggestion and then develops it by proposing a theoretical model of the antecedents of a manager's impact on the expectations held by others that partially define the job. the analysis integrates research from the fields of managerial behaviour, leadership dyads, symbolic interactionism, and idiosyncratic jobs to produce a more comprehensive model of the determinants of ‘expectation enactment’in managerial jobs. It brings an enactment or ‘emergence’perspective to the field of managerial jobs and behaviour that is consistent with recent developments in other parts of the organizations and management studies literature. Implications for future research are discussed.

Suggested Citation

  • Nanette Fondas & Rosemary Stewart, 1994. "Enactment In Managerial Jobs: A Role Analysis," Journal of Management Studies, Wiley Blackwell, vol. 31(1), pages 83-103, January.
    • Handle: RePEc:bla:jomstd:v:31:y:1994:i:1:p:83-103
    DOI: 10.1111/j.1467-6486.1994.tb00334.x
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    1. repec:jtr:journl:v:3:y:2011:i:1:p:9-38 is not listed on IDEAS
    2. Roussy, Mélanie, 2013. "Internal auditors’ roles: From watchdogs to helpers and protectors of the top manager," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 24(7), pages 550-571.
    3. F. Grazzini, 2010. "Processus de constitution des rôles managériaux dans la formation de la stratégie – une lecture ancrée dans la théorie des représentations sociales," Post-Print halshs-00534813, HAL.
    4. Shenghui Ma & Yasemin Y. Kor & David Seidl, 2022. "Top management team role structure: A vantage point for advancing upper echelons research," Strategic Management Journal, Wiley Blackwell, vol. 43(8), pages 1-28, August.

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