Metaphor use and perceived managerial effectiveness

Abstract

This study examines the metaphorical language of three managers in a Northwest city government. Four communication specialists used an interpretative method to identify, categorize, and rate perceptions of metaphors in three 30‐minute transcribed interviews. The results establish a set of metaphor categories, support a theory of culturally‐shared metaphors, demonstrate managers' differences in metaphor use, and suggest an association between managers metaphor use and subordinate ratings of effectiveness.