Abstract
Previous research into social identity has neglected to consider how salient identities are mobilized in leadership contexts and the complicating influence of professional group membership on individual ability to engage in leadership roles. Using the illuminating case of nursing we consider the challenges faced by professionals who are traditionally subordinate to more powerful groups, and whose group culture may be orthogonal with expected leadership behaviors. Through semi-structured interviews we determine the different types of identity work employed by these individuals to overcome internal conflict and create new leadership identities, with varying levels of effectiveness. Our research contributes to and develops existing knowledge concerning leadership and identity and illuminates the way in which subordinate professionals mediate de-coupled identities. We extend the literature on social identity through insights about the process of enacting social identity in a professionalized context where professionals are asked to take on managerial leadership roles.
Published Version
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