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Goleman
(and others) as 
emotional intelligence 
(EQ). EQ is considered particularly important in 
managing people effectively, since it enables a person to manage the emotional components of 
situations, behaviour and communication. 
1.5 Role theory 
Role theory 
suggests that people behave in any situation according to other people's expectations of how 
they should behave in that situation. 
A role may be seen as a part you play: people sometimes refer to wearing 'different hats' in different 
situations or groups of people. 
(a) A 
role set
is a group of people who respond to you in a given role. Staff in the accounts 
department will relate to the account manager in his role as professional and superior – rather 
than as a father or husband (within the role set of the family) or friend (in the role set of non-
work peers), and so on. Individuals need to be aware of which role set they are operating in, in 
order to behave appropriately for the role. 
(b) 
Role ambiguity
may occur if you do not know what role you are operating in at a given time. If a 
manager tries to be 'friends' with staff, this may create ambiguity and people will not know where 
they stand. 
(c) 
Role incompatibility
or 
role conflict
occurs when you are expected to operate in two roles at 
once: for example, if you have to discipline a member of staff (in your role as superior) with 
whom you have become informally friendly (in your role as sociable person). 
(d) 
Role signs
indicate what role you are in at a given moment, so that others relate to you in that 
role without ambiguity or confusion. Role signs at work have traditionally included such things as 
style of dress (signalling professionalism) and styles of address (signalling respect and relative 
status).
(e) 
Role models
are the individuals you aspire to be like: people you look up to and model your own 
behaviour on. 
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