Öz
Managers’ roles and power sources in the organization can mainly be regarded as one of the most significant factors for realizing organizational goals and the survival of organizations. Roles assumed by the organization managers and the power sources they display can have a direct or indirect impact on the behaviors of the organization members. In this context, as a conceptual review, this study has been designed to examine the roles, the managerial abilities, and the power sources of all the organization managers at the macro level and the education managers at the micro-level. In the first part of the study, a conceptual analysis of the managerial roles, managerial levels and managerial abilities was made. In the second part, an analysis of the power sources of the managers was made. Accordingly, managerial roles were addressed under the headings of “interpersonal roles, knowledge-based roles, and decision-making roles” by Henry Mintzberg’s classification; power sources were addressed under the headings of “reward power, punishment power, authority power, expert power, personality power (charismatic power), interest power, and weakness power” as widely accepted in the literature. Moreover, the education managers’ roles of “training, mentoring, continuous innovation, facilitation, and leadership” were highlighted alongside their well-known roles. Education managers’ roles, managerial levels, and power sources were explained with a holistic approach. As a result of the study, it has been concluded that the managerial roles of the education managers vary and that the expertise and power of personality are valid and essential power sources for today’s training organizations.