Leading Eight identified managerial roles relate to the leadership function.

These roles are motivator and coach, figurehead, spokesperson, negotiator, team builder, team player, technical problem solver, and entrepreneur. 8. Motivator and Coach. An effective manager takes time to motivate and coach group members. Specific behaviors in this role include (a) informally recognizing employee achievements; (b) offering encouragement and reassurance, thereby showing active concern about the professional growth of group members; (c) providing feedback about both effective and ineffective performance; and (d) giving group members advice on steps to improve their performance. 9. Figurehead. Figurehead managers, particularly high-ranking ones, spend some of their time engaging in ceremonial activities or acting as a figurehead. Such activities include (a) entertaining clients or customers as an official representative of the organization, (b) serving as an official representative of the organization at gatherings outside the organization, and (c) escorting official visitors. 10. Spokesperson. When a manager acts as a spokesperson, the emphasis is on answering inquiries and formally reporting to individuals and groups outside the managers organizational unit. As a spokesperson, the manager keeps five groups of people informed about the units activities, plans, and capabilities. These groups are (a) upper-level management, (b) clients and customers, (c) other important outsiders (such as labor unions), (d) professional colleagues, and (e) the general public. Usually, top-level managers take responsibility for keeping outside groups informed. 11. Negotiator. Part of almost any managers job is trying to make deals with others for needed resources. Three specific negotiating activities are (a) bargaining with supervisors for funds, facilities, equipment, or other forms of support; (b) bargaining with other units in the organization for the use of staff, facilities, and other forms of support; and (c) bargaining with suppliers and vendors about services, schedules, and delivery times. 12. Team Builder. A key aspect of a managers role is to build an effective team. Activities contributing to this role include (a) ensuring that group members are recognized for their accomplishments (by issuing letters of appreciation, for example); (b) initiating activities that contribute to group morale, such as giving parties and sponsoring sports teams; and (c) holding periodic staff meetings to encourage group members to talk about their accomplishments, problems, and concerns. 13. Team Player. Three behaviors of the team player are (a) displaying appropriate personal conduct, (b) cooperating with other units in the organization, and (c) displaying loyalty to superiors by fully supporting their plans and decisions. 14. Technical Problem Solver. It is particularly important for first- and middle-level managers to help group members solve technical problems. Two such specific activities related to problem solving are (a) serving as