Examining the stability of managerial behavior: A replication of Henry Mintzbergs classic study 30 years later

Abstract

A replicating study about Swedish CEOs reveals a different pattern of behavior compared to the original study of Henry Mintzberg. The CEOs in the new study for instance spent much more time on meetings with subordinates, concerning information exchange and ceremony and less time on tasks of administrative character such as desk work and decision-making. The diverging results compared to the Mintzberg study are explained by changing conceptions about the role of the top executive. Paraphrasing Selznick's terminology, the participants in the new study acted more like institutional leaders than administrative managers. In the end of the article, theoretical implications of the diverging results are discussed.