“The prescriptions and proscriptions held by members of a role set are designated as role expectations. … The role expectations held for a certain person by some member of his or her role set will reflect that member's conception of the person's office and his or her abilities. The content of these expectations may include preferences with respect to specific acts and personal characteristics or styles; they may deal with what the person should do, what kind of person he should be, what he should think, or believe, and how he should relate to others.”

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 14

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Robert L. Kahn11

American psychologist 1918–2019

Robert L. Kahn (1918–2019) American psychologist

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 22-23

“Options allow a woman to tailor her role to her personality, but if a man expects to provide well, he expects to wear a suit, not to wear what suits him.”

Warren Farrell book The Myth of Male Power

Source: The Myth of Male Power (1993), Part II: The Glass Cellars of the disposable sex, p. 183.

“An underlying characteristic of a person in that it may be a motive, trait, skill, aspect of one’s self-image or social role, or a body of knowledge which he or she uses… a person’s competencies reflect his or her capability. They are describing what he or she can do, not necessarily what he or she does, nor does all the time regardless of the situation and setting.”

Richard Boyatzis (1946) American business theorist

Source: Competent manager (1982), p. 23.

“Overload could be regarded as a kind of inter-sender conflict in which various role senders may hold quite legitimate expectations that a person perform a wide variety of tasks, all of which are mutually compatible in the abstract. But it may be virtually impossible for the focal person to complete all of them within given time limits. He [sic] is likely to experience overload as a conflict of priorities; he must decide which pressures to comply with and which to hold off. If it is impossible to deny any of the pressures, he may be taxed beyond the limits of his abilities. Thus overload involves a kind of person-role conflict and is perhaps best regarded as a complex, emergent type combining aspects of inter-sender and person-role conflicts.”

Robert L. Kahn (1918–2019) American psychologist

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 20

“Each sent pressure can be regarded as arousing in the focal person a psychological force of some magnitude and direction. Such forces will be called role forces. This is not to say that these motivational role forces are identical in magnitude and direction with the role pressures which evoked them. Especially when role pressures are seen as illegitimate or coercive, they may arouse strong resistance forces which lead to outcomes different from or even opposite to the expected behavior. Pressures to increase production rates sometimes result in slowdowns. Moreover, every person is subject to a variety of psychological forces in addition to those stimulated by pressures from his role set in the work situation. Role pressures are thus only a partial determinant of behavior on the job. In addition, to the motivational forces aroused by role pressures, there are important internal sources of motivation for role performance. One of these stems from the intrinsic satisfaction derived from the content of the role.”

Robert L. Kahn (1918–2019) American psychologist

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 16-17

“It is quite unacceptable that a member of Dáil Éireann and in particular a Cabinet Minister and Taoiseach, should be supported in his personal lifestyle by gifts made to him personally.”

Bertie Ahern (1951) Irish politician, 10th Taoiseach of Ireland

Dáil Éireann transcript, September 1997

“The personnel man should regard personal resistance as entirely normal and simply as presenting problems that he has to contend with. At the same time, he must have a clear idea of his own role and functions. He must be prepared to explain them fully when asked. He must also be prepared to take a firm initiative in cases where others take such actions as may jeopardize his role.”

William Foote Whyte (1914–2000) American sociologist

Source: Making Mondragón, 1965, p. 170; As cited in: Ickis (2014)

“No matter what he does, every person on earth plays a central role in the history of the world. And normally he doesn't know it.”

Paulo Coelho book The Alchemist

Source: The Alchemist (1988), p. 158.

“The name of a class should reﬂect its intrinsic nature and not a role that it plays in an association. For example, Owner would be a poor name for a class in a car manufacturer's database. What if a list of drivers is added later? What about persons who lease cars? The proper class is Person (or possibly Customer), which assumes various different roles, such as owner, driver, and lessee.”

James Rumbaugh (1947) Computer scientist, software engineer

Source: Object-oriented modeling and design (1990), p. 155; as cited in: Roger Chiang et al (2009, p. 165)

“Associated with each office is a set of activities, which are defined as potential behaviors. These activities constitute the role to be performed, at least approximately, by any person who occupies that office.”

Robert L. Kahn (1918–2019) American psychologist

Source: Organizational stress: Studies in role conflict and ambiguity, 1964, p. 13: Definition of the term role.

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Robert L. Kahn11

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