Such risk taking also fits into social definitions of managerial roles. Managers are
expected to make things happen, to take (good) risks. Managerial ideology pictures
managers as making changes, thus leading to a tendency for managers to be biased in the
direction of making organizational changes and for others to be biased in expecting
them to do so (March 198 lb). In a similar fashion, managerial ideology also portrays a
good manager as being a risk taker. Managerial conceits include beliefs that it is
possible at the time of a decision to tell the difference between risks with good outcomes
and risks with bad outcomes, and that it is prossible to manage risks so as to improve on
the apparent odds. And such conceits make risk taking seem entirely consistent with the
normative expectation that decisions will also reliably tum out well (Keyes 1985).