Nonprototypical Managers: The Identity Work of Young Managers in Relation to Age-Based Stereotypes

Abstract

To be a young manager is to deviate from the norm, because youth and management are perceived as contradictory social positions. Thus, young managers are positioned as nonprototypical, which poses challenges to gaining acceptance and claiming the managerial identity. In this multicase interview study, we show how available social prototypes of management and self-to-prototype comparisons are important as young managers approach the identity work process. We conducted interviews (N = 38) and workshops (N = 6) in three business sectors with young and senior managers, subordinates, and those performing support functions. Based on an analysis of these interviews and workshops, we developed a theoretical model illustrating how young managers use implicit theories of leadership (ILT) to reduce the incongruity between internal self-conceptions and external prototypes of management as a benchmark toward managerial identity, revealing three main approaches to identity work. Young managers approach age-based drawbacks by acting based on noncontextualized ILTs, making adjustments in relation to available prototypes, and by making self-to-prototype insights. Our findings augment the identity work theory by providing an age perspective on this process and highlight the importance of future research engaging in depth with age as a sociodemographic factor in relation to the managerial role.