Abstract
Individuals at the workplace have a lasting interest in how others perceive them and a core desire for others to assert and verify their salient work-related identities. Internal identity asymmetry is encountered when an individual feels misidentified; when they think their work-related identities are not recognized by their peers. This article based on previous literature about women leadership and their experience of Internal Identity at the workplace. Although there is no concrete theory to explain this concept accordingly in this article, we attempt to investigate the concept of internal identity asymmetry with related theories combined. Subsequently, we addressed how women get misidentified and deduce the consequences of experiences of Internal Identity Asymmetry at the workplace. The current study is a conceptual paper and therefore, contributes freshness to this existing literature by integrating the concept of internal Identity asymmetry and women leadership thus, the model can be empirically tested in future research.
Highlights
Individuals are interested and concerned about how others see them (Swarm Jr, 1983) in the social context, organizational workgroups and have devoted significant time and energy to influence the perceptions of others with their self-views (Burke & Stets, 1999; Elsbach, 2004) 2004)
We incorporated a broad range of research across identity, self-verification, impression management, and Meta perception literature to answer the question of what are internal identity asymmetries and when it is observed and how individuals perceive misidentification at the workplace
We summarize all the previous theories and research defining the concept of internal identity asymmetry
Summary
Individuals are interested and concerned about how others see them (Swarm Jr, 1983) in the social context, organizational workgroups and have devoted significant time and energy to influence the perceptions of others with their self-views (Burke & Stets, 1999; Elsbach, 2004) 2004) These social identity processes extremely influence their behavior within organizations; they’re relatively unknown yet in management research (Meister, Jehn, & Thatcher, 2012; Swann Jr, Johnson, & Bosson, 2009). The concept of asymmetry involves misalignment of perceptions without predetermination whether or not experience is harmful — asymmetries can be interpreted as either negative or positive, and this assessment of value can influence differential outcomes (Meister, Jehn, & Thatcher, 2014) Individuals believe that they experience asymmetry exist at work, despite wither it exists in reality or not. According to previous research through lights on the factors that influence the asymmetry and it can result increased or decreased way and Conceptual model is suggested for future implication
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
