Interpersonal roles relating to a manager’s

authority in an organisation.
The interpersonal roles are ones that involve
people (subordinates and persons outside the
organization) and other duties that are
ceremonial and symbolic in nature. The three
interpersonal roles are figurehead, leader, and
liaison. 

The managerial roles in this category

involve providing information and ideas.
1. Figurehead – As a manager, you have
social, ceremonial and legal
responsibilities. You're expected to be a
source of inspiration. People look up to
you as a person with authority, and as a
figurehead. A figurehead also provides
inspiration by sharing the mission and
vision of the organization and
symbolizing authority.Includes symbolic
duties which are legal or social in nature.
In this role a manager performs symbolic
duties required by the status of his
office. His activities include to greet the
visitors attends the employee family
functions. As the Figurehead, a manager
is responsible for official and social
 duties that reflect their status and
authority in the organization. It’s about
building a strong relationship with peers
and subordinates. You can become a
good role model by being empathetic
and compassionate.

2. Leader – This is where you provide

leadership for your team, your
department or perhaps your entire
organization; and it's where you manage
the performance and responsibilities of
everyone in the group. Includes all
aspects of being a good leader. This
involves building a team, coaching the
members , motivating them, and
developing strong relationships.  A
Manager is responsible for the
motivation and activation of
subordinates. She/he is responsible for
staffing, training and associated duties.
The Leader inspires, encourages, and
builds morale. Managers build lasting
relationships with team members by
monitoring their performance and
coaching them when needed. Emotional
 intelligence can help you develop a
trust-based relationship with your team.

3. Liaison – Managers must

communicate with internal and external
contacts. You need to be able to
network effectively on behalf of your
organization. Includes developing and
maintaining a network outside the office
for information and assistance.  It
describes a manager’s relationship with
the outsiders. A manager maintains
smooth relation with other organization
government’s industry groups etc. A
manager has to exchange information
with various departments and teams as
well as with external stakeholders.
Liaising with other organizations,
competitors, and government
representatives is equally important for
professional development.