Abstract
This article discusses the formation of managerial identity within a public sector setting. It takes an autobiographical view of the way in which I, as a long serving academic, undertook the identity work of becoming a Head of School in a University. It considers five principal narratives through which this process was presented, to self and others, as I moved into the role. It looks at the ambiguity of taking a managerial role in such an organization, and the scope which is given by multiple concurrent narratives for doing this in a way which preserves the previous professional identity. The implications of a number of different stories which were used to explain managerial identity in the case example are examined, and a tentative framework is suggested which may illuminate the situations of other professionals turned manager in the public sector.
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