Managerial identity work: A systematic literature review with a conceptual model

Managerial identity work: A systematic literature review with a conceptual model | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Systematic Review Managerial identity work: A systematic literature review with a conceptual model Wiktoria A. Westen, Manuel A. da Graça This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-4177617/v1 This work is licensed under a CC BY 4.0 License Status: Published Journal Publication published 09 Dec, 2024 Read the published version in Management Review Quarterly → Version 1 posted You are reading this latest preprint version Abstract The concept of managerial identity work (MIW) has been studied for two decades and is aptly recognized as a vital part of organizational life. Since MIW applies to each manager regardless of their seniority, it attracts researchers eager to apply theoretical frameworks to business scenarios collected from the whole managerial cohort. This systematic review contributes to the literature on MIW by accumulating and analyzing 55 empirical articles on the subject. Based on a synthesis approach, the findings point to eight first-order themes influencing MIW, namely, the identity of first-time managers, the identity of experienced managers, management development programmes, blurred identity, identity work as a medium, external perceptions of identity, creation of preferred identity, and the identity of minorities. These are later integrated into second-order themes such as knowledge, awareness, motive, and privilege, which allows for the creation of a conceptual model explaining the relation between the themes. Therefore, this study not only summarizes the existing research on MIW but also suggests to scholars and practitioners which factors impact managerial identity shaping; thus, what requires attention when seeking managerial identity development. The review includes a summary of the countries and industries in which MIW has been studied and lists the journals that published the reviewed articles. Additionally, it outlines avenues for future research, one of them in association with the 2030 Agenda for Sustainable Development of the United Nations. JEL Codes: D21, D23, M53 Management identity work managerial identity identity theory management Figures Figure 1 Figure 2 Figure 3 Figure 4 Figure 5 1 Introduction Identity work in the business domain began to appear in the early 1990s in the context of the sociological legacy of Bourdieu, with attention given to organizational ‘habitus’ (Alvesson, 1994 ). The specific reference of identity work to the population of managers emerged in the 21st century with the research led by Alvesson and Sveningsson ( 2003 ), who concentrated on managers’ aspirations for securing leadership identities. Their study served as a starting point for discourse on managerial identity work (MIW) and constitutes the earliest records in the research selected for this review, for which I applied a systematic approach. Careful planning and explicit documentation are assumed prior to commencement of the literature search, which promotes integrity, accountability, and precision (Moher et al, 2015 ). With the aid of online databases, I identified 55 peer-reviewed articles on MIW that presented empirical findings from more than 10 countries based on data that were gathered over 20 years, allowing comprehensive capture of MIW issues. My objective is to summarize within this paper the existing knowledge on MIW so that it can serve as a starting point for future theoretical discourse on MIW as well as an inspiration for practitioners in improving their approach to MIW. I believe that the contribution of this study is of extreme relevance to the managerial environment, as it reveals existing personal and social issues of managers together with potential aspects requiring additional investigation. Furthermore, this topic is of immense importance because it influences the whole organizational population. Although not all employees hold the role of a manager, all employees work with one, either as a subordinate, consultant, or supervisor. Therefore, all people are stakeholders of managerial operations. Therefore, MIW should be a well-explored and understood aspect of daily organizational life. Identity work assumes the formation of identity to gain acceptance in the surrounding environment (Brown, 2017). Snow and Anderson ( 1987 ) looked at it as a concept explaining people’s actions aimed at creating personal identities that support their self-worth. Furthermore, Sveningsson and Alvesson ( 2003 ) suggested that this concept refers to creating, maintaining, amending, and reinforcing identities, while Alvesson and Willmott (2002) provided an extensive list of verbs explaining the process of identity work, such as defining, affirming, reconciling, to name a few. All these definitions come from the need for individuals to establish visibility in a social setting. For the purpose of this study, I will consider the managerial social setting. Research on MIW has been approached through the lens of several theories. For example, Evans and Sinclair ( 2016 ) examine the cultural dimensions of MIW through social identity theory, which is also referred to by Gjerde and Alvesson ( 2020 ), who determine motivation for MIW dictated by professional identification. In addition, intersectionality theory is applied to examine how MIW is shaped by institutionalized processes (Carrim & Nkomo, 2016 ; Martin et al., 2020 ). Moreover, Sartirana et al. ( 2019 ) bridge identity theory with institutional theory to understand the MIW of hybrid managers. Identity theory was also applied by Lees-Marshment and Jones (2018) to understand external perceptions of MIW. Another instance of applying identity theory occurs when Warhurst ( 2016 ) correlates it with management learning. Additionally, Warhurst ( 2012 ) used situated learning theory to understand the influence of management development programmes (MDPs) on MIW. Furthermore, MIW is studied in relation to power, referring to Foucault’s theory (Nicholson & Carroll, 2013 ) as well as Ricoeur’s dimensions of identity (Bolander, 2019). In addition, Corlett et al. ( 2019 ) referred to Butler’s theory of vulnerability to reconceptualize the value of inadequacies for MIW. In the upcoming chapters, I first present the methodology chosen for this systematic literature review, followed by the review analysis. I describe the publication details, such as the research time span and selected journals, which are all listed in reputable, high-quality databases. Moreover, I provide information about the research methods applied in the reviewed papers and summarize which countries and industries were selected for the studies. Going further, I present the findings of the review, which allow me to derive eight first-order themes pertaining to MIW, such as the identity of first-time managers, the identity of experienced managers, MDPs, blurred identity, identity work as a medium, external perceptions of identity, creation of preferred identity, and the identity of minorities. These findings are subsequently integrated into four second-order themes, namely, knowledge, awareness, motive, and privilege, which are included in the conceptual model. The model demonstrates the relation between themes, while textual elaboration explains how MIW is influenced by each of them. 2 Methodology This literature review applies a systematic approach, which I believe will be valuable to users due to its transparent and complete nature. In the design of the methods, I followed guidelines from the latest Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) statement, as it provides an advanced procedure for identifying, selecting, appraising, and synthesizing studies (Page et al., 2021 ). Although the PRISMA protocol originally served to support clinical research, it has gained popularity in other domains because of its rigorous application. Careful planning of the review and explicit documentation are assumed prior to commencement of the literature search, which promotes integrity, accountability, and precision. Moreover, adhering to the protocol can reduce bias associated with selective reporting, as any deviations from the initial intentions can be easily detected (Moher et al., 2015 ). The PRISMA 2020 checklist (Page et al., 2021 ) prompts to initially consider the eligibility criteria for information sources, search strategy, and selection process. I employed two databases and conducted a search on March 18th, 2023. In the first database, Web of Science (WoS), I utilized the field Topic which searches within title, abstract, and keywords by typing in the phrase (“identity work”) AND (manager OR managerial OR management OR managing). This approach yielded 542 results, which were then refined by document type (article, N = 525), Meso Citation Topic (Management, N = 320), and WoS Category (management, N = 224). Simultaneously, I conducted a search with the same field parameters in the second database, Scopus. It returned 424 records, which were refined by document type (article, N = 369), and subject area (Business, Management, and Accounting, N = 216). Through application of limiters, automation tools marked 526 records as ineligible, reducing the original sample (N = 966) to 440 papers, which were screened for relevance. I considered all the years of publication as I was eager to find out how MIW has evolved through decades. In addition, it is worth noting that all the records were in English; therefore, there was no need to exclude articles based on the language. At this step, I analyzed the titles and abstracts of the articles, excluding 312 references that were completely out of the scope of the study. I also identified 45 duplicates, which left 83 reports sought for retrieval. Since I was unable to retrieve 2 papers due to access restrictions, I began a detailed assessment for eligibility on 81 remaining articles. After analyzing the full texts of the articles, 26 references were excluded for the following reasons: a) for lacking empirical research (N = 10), b) for lacking focus on the managerial population (N = 6), c) for lacking relevance to the topic of the study (N = 10). This process is graphically explained in Fig. 1 based on the PRISMA flow diagram (Page et al., 2021 ). All the articles were studied in depth and coded according to publication year, methodological approach, data collection technique, country, and industry. 3 Review analysis This section is dedicated to the results of the analysis of the current state of the literature concerning MIW. I divided the analysis into three segments to clearly illustrate the trends across the study period, the journals that are interested in the topic of managerial identity, and the research methods utilized to study the topic. Moreover, the analysis presents the geographical regions and industries in which the study took place. 3.1 Publication Details Identity work has been studied for decades, as one of the first notions was discussed by Snow and Anderson ( 1987 ) with regard to homeless people striving for dignity and self-worth. Later on, Swedish scholars introduced the concept of identity work to the business domain (Alvesson, 1994 ) followed by the managerial domain through research in high-tech and life sciences areas. In 2003, representatives of the Department of Business Administration at Lund University published two papers concentrating on managers’ aspirations for securing leadership identities (Alvesson, & Sveningsson, 2003 ) as well as dissonance between self-identity and the identity work of a manager (Sveningsson, & Alvesson, 2003 ). These two studies open the MIW literature. As shown in Fig. 2, the topic of MIW seems to reappear in academic interest every two to four years, with a recent downward trend, possibly due to the global focus on environmental issues addressed by the United Nations in the 2030 Agenda for Sustainable Development (United Nations, n.d.). However, since MIW affects minorities, this can also be associated with the 5th goal of the 2030 Agenda for Sustainable Development, which promotes gender equality. I argue for this correlation based on recent studies regarding the struggles of women in professional and academic dimensions, such as gender bias resulting in exclusion, lack of acknowledgment, or salary inequality (Stephenson et al., 2023 ). Furthermore, Ramos et al. ( 2022 ), through their empirical study, reveal that the business world is not yet free of repeatedly discussed instances where women aspiring for managerial positions suffer from gender stereotypes, unequal performance appraisals, or organizational culture barriers. In addition, women are faced with an ongoing dilemma of work-family balance related to social roles traditionally attributed to them (Nganga et al., 2023 ). 3.2 Research methods Identity is a self-attributed meaning within a role (Kou et al., 2022 ); thus, it has the form of an intangible phenomenon. As a variable that cannot be easily measured, it perfectly answers Creswell’s ( 2012 , p. 48) question ‘When to use qualitative research?’ According to the author, this research method meets the desire to study an issue or a problem in depth. Its elaborate techniques allow for vast explorations of complex topics, especially when trying to hear silenced voices . Researchers recognize that MIW requires a personalized and flexible approach, which is exhibited in the large number of qualitative studies conducted in the field of identity. Within the reviewed group of articles, 44 applied qualitative methodology, which accounted for almost 98% of the cases. Figure 3 shows a graphical representation of the research method distribution according to the data collection technique used. Only one article (Szostak & Sułkowski, 2021 ) applied a quantitative approach through the administration of a survey among 160 society representatives. However, since this research aimed at understanding perceptions of different types of identities, rich contextual data may not have been needed. On the other hand, the rest of the researchers engaged in obtaining rich data through various techniques and often lengthy studies. 33 out of the 44 studies were based solely on interviews. The interviews were conducted in various configurations through single and multiple conversations with first-time managers and experienced individuals. The second largest proportion of the data collection methods involved mixed-type methods. Observations could be a combination of interviews (e.g., Down & Revley, 2009; Koveshnikov et al., 2016 ), interviews with case studies (Svenigsson & Alvesson, 2003 ), document analysis, or photo analysis and ethnography (Nicholson & Carroll, 2013 ). There were also two autobiographies (Mischenko, 2005 ; Sims, 2008 ) as well as one case study (Warhurst, 2011 ). 3.3 Investigated countries and industries The analysis of the literature on the MIW showed variation in the investigated geographical locations, as presented in Fig. 4. Although some researchers provide specific areas, such as provinces, there are also examples of more generalized locations, such as Eurasia (Carroll & Levy, 2008 ), Australasia (Nicholson & Carroll, 2013 ), the Gulf Cooperation Council (GCC) Country (Cowen & Hodgson, 2015 ), and Northern Europe (Allen et al., 2015 ). There were also four articles in which mixed locations were studied. For example, Koveshnikov et al. ( 2016 ) look into MIW within Finnish organizations operating in Russia, while Lees-Marshment and Jones (2018) focus on English-speaking countries (the United Kingdom, the United States, Australia, Canada, and New Zealand) within the political context. Furthermore, five articles do not disclose locations at all (e.g., Andersson, 2012 ; Warhurst, 2016 ). The remaining 42 papers are strongly dominated by research conducted within the U.S.K. (e.g., Brown et al., 2021 ; Rostron, 2022 ), which constitutes more than 60% of the single-country research. Australia (e.g., Down & Reveley, 2009 ) and Sweden (e.g., Bolander et al., 2019 ) appear in the studies three times, while Finland (e.g., Lähdesmäki, 2012 ), France (e.g., Bardon et al., 2017 ), and the Republic of South Africa (e.g., Jivan, 2020 ) are studied twice. Finally, in four instances, the research is dedicated to a single country, such as Italy (Carollo & Guerci, 2018 ), the Netherlands (Sartirana et al., 2019 ), China (Fung, 2020 ), or Denmark (Knudsen et al., 2022 ). Within the MIW literature, I observe a tendency toward involving multiple industries in a study, which allows for comparing contrasting findings or simply expanding access to potential research participants. 26% of the articles targeted various industries within a study (e.g., Corlett et al., 2019 ; Szostak & Sułkowski, 2021 ). Moreover, the healthcare industry served as a rich source of data, with nine articles focusing on this industry (e.g., Croft et al., 2015 ; Bresnen et al., 2019 ). The education (e.g., Brown et al., 2021 ) industry was studied in four articles, while the creative industry (e.g., Martin et al. 2008) was studied in three articles. In addition, industries such as construction (e.g., Sergeeva & Green, 2019 ), defense (e.g., Paton, 2016 ), government (e.g., Lees-Marshment & Jones, 2018), and information technology (e.g., Cowen & Hodgson, 2015 ) appeared in two studies each. The participants in MIW research have also been involved in aerospace, agriculture, banking, energy and power, entertainment, high-tech, life science, manufacturing, and real estate industries (e.g., Pini, 2005 ; Bardon et al., 2017 ), which are combined in Fig. 4 . as ‘other’, since they are represented by one article each. Finally, the article written by Warhurst ( 2016 ) did not provide information about the industry. 4 Findings 4.1 Identity work of first-time managers Literature in MIW within the first-time management context is dominated by research focused on individuals progressing their careers. The process can take various forms, such as shifting from a specialized position to a managerial role, to lead former peers through knowledge sharing and performance monitoring (Bolander et al., 2019 ). In other words, an employee ceases to be an individual contributor and becomes responsible for the work of other employees. In addition, the process can lead to an expansion of one’s scope of responsibilities by adding the element of managing to regularly perform, for example, academic (Sims, 2008 ) or medical (Sartirana et al., 2019 ) duties, referred to as hybridization. When thinking about potential reasons for moving up to management, I recommend reflecting on Sims’ ( 2008 ) five stories that he describes as part of his autobiography aimed at explaining managerial identity formation. The first story relates to gaining managerial experience as a scholar. The author provides the benefits of such an undertaking in the form of realizing the issues worth studying, which can then be discussed in a classroom or included in a research agenda. Within this story, Sims ( 2008 ) highlights the notion of academics who disparage management professionals, which reminds me of disputes about the difference between theory and practice in management. Knowledge transfer between scholars and practitioners, or in fact the lack of knowledge, has been studied for decades (Gronow, & Leverton, 1990 ; Priem & Rosenstein, 2000 ); however, there are voices advocating for the advantages of combining the two worlds. For example, Docherty and Smith ( 2007 ) claim that looking outside university walls creates opportunities for academics to test concepts, while Rigg et al. ( 2021 ) explain that scholarly practice can aid managers in dealing with complexity and ambiguity through strengthened reflexivity. Returning to Sims’ ( 2008 ) stories, the second and third stories describe a situation in which an experienced employee is engaged in a managerial role to utilize his or her expert knowledge to establish or improve processes within a company. It is a mutually beneficial arrangement, assuming that the new manager enjoys the discipline they are to work in. In contrast, the fourth and fifth stories refer to a negative experience when an employer entraps an employee by forcing the managerial role or when an employee is no longer performing as a specialist and needs to be moved to a more generalized position; however, organizational seniority dictates assuming a leadership job. Furthermore, Sartirana et al. ( 2019 ) provided a concise description of the microprocesses involved in MIW during hybridization. They explain that professionals who are to maintain the majority of their professional duties and take on managerial responsibilities need to first conclude the step of familiarizing, which fills the gap between what is known and what is new. Then, the new managers engage in rationalizing to understand the new hybrid identity and elaborate new meanings of the professional self. Finally, they execute legitimization through the development of cultural and social capital, which ensures credibility and authority. Moreover, research on the MIW of first-time managers provides extensive data regarding their well-being in the workplace and emotions associated with facing new challenges. Bolander et al. ( 2019 ), based on a longitudinal study of newly appointed managers, write about excitement and despair arising from learning to become a manager. The authors divide the initial managerial journey into four phases that characterize different achievements or failures in MIW. First, they struggled with MIW and were filled with confusion, doubt, and frustration. At this stage, there is conflict between idem and ipse (Ricoeur, 1992 ), that is, one’s continuous identity versus actions and perceptions at a particular moment. During the phase of growing into managerial identity, there is pleasure and satisfaction as well as a feeling of usefulness of formerly completed training, if there was any. Finally, a time of realization occurs when people adopt a managerial identity. It brings relief and excitement associated with acquired confidence and readiness for further steps. However, Bolander et al. ( 2019 ) also mention the possibility of experiencing the phase of defeat, which is the abandonment of MIW. It can result from a traumatic experience or simply from realizing that the managerial role is not meant for everyone. 4.2 Identity work of experienced managers On the other hand, there are experienced managers who, although they possess the essential knowledge and skills to perform managerial jobs, continually engage in MIW. As Rostron (2021) noted, contemplating identity within management studies has led to the attention of former research mostly being focused on how to be a manager, leaving for exploration of the aspect of being a good manager. It is important to recognize that management has a complex and relational nature in which individuals shape their identities not only in a professional environment but also through personal experiences. Bresnen et al.’s ( 2019 ) study suggested that the management profession has yet to establish the set of norms assigned, while Rostron (2021) agrees that the role of a manager is compound. His study focuses on determining how managers engage in MIW to satisfy the desire to be good managers. They supplement experiences, desires, personal history, and expectations of the social context with narrative identity, which encourages them to act well in the managerial role. Going further, Warhurst and Black (2016) look into the concept of wisdom, which serves as a source of MIW for experienced managers. The authors challenge evidence-based management through its dominant and hegemonic nature by supporting former research proving that alternative ways of knowing are used for management decision-making (Laine et al., 2016 ). Knights and Clarke ( 2014 ) explain that identity is shaped through persistent achievement, while Reedy et al. ( 2016 ) remind managers that identity is defined by discursive resources. It is also important to acknowledge that managers need to exhibit normalized traits such as analytical skills and efficiency (Watson, 2009), which might lead to anxiety and insecurity (Hay, 2014 ) if expectations become too high. Nevertheless, the MIW of experienced individuals allows them to mitigate the negative effects of workplace pressures and turn them into opportunities. In addition, reflexivity helps individuals accept limitations and leverage strengths that allow further growth and consolidation of their managerial position (Warhurst and Black, 2016). 4.3 Management development programs Although an experienced manager is a relative term, it certainly requires an underpinning in the form of professional experience, preferably strengthened by an MDP. Extensive research has been dedicated to that topic to understand the relevance of such programs and their potential improvement areas. For example, Jivan ( 2020 ) takes a closer look into MIW within firms to enrich theory and aid practitioners in diagnosing the evolving capabilities for the innovation of leadership development. The author responds to the failure of developmental interventions in the context of management, which has been reported in the literature (Gurdjian et al., 2014 ), by studying dynamics, compromises, and contingencies in organizations. The solution bringing value to MDPs might be to refocus them from providing techniques and skills to influencing the process of MIW and regulation (Andersson, 2012 ). This approach triggers participants to reflect on identities in a regulated environment, which results in lower insecurity, greater self-awareness, and possible professional and personal transformation, which in turn can improve managerial identity. Another reference to the connection between insecurity and MIW was made by Gagnon ( 2008 ), who draws on observations of corporate MDPs to determine how participants’ conformity practices, resistance, and dramaturgy (Collinson, 2003 ) can influence the effectiveness of such programs, thus bringing attention to the importance of their design. Furthermore, Nicholson and Carroll ( 2013 ) extend the studies concerning MIW by going beyond the strengthening, repair, and evolution of identity. They propose the process of identifying undoing , which is a conceptual term for moments when individuals experience destabilization and deconstruction of MIW. Five manifestations, shaking, cutting apart, letting go, being playful, and floundering practiced during MDP, allow us to understand the relationship between identity and power (Nicholson & Carroll, 2013 ). Similarly, Carroll and Levy ( 2008 ) study MIW by examining different aspects of identity through the analysis of anti-identity and default identity revealed during MDPs. Their research touches on the subject of interrelation between various types of identities and how one can impact another in the context of differences between leadership and management, which are treated separately by Carroll and Levy ( 2008 ). Another heavily studied aspect of MDPs is learning from Master of Business Administration (MBA). Research conducted by Sturdy et al. ( 2006 ) showed that an MBA exposes students to novel ideas and perspectives; therefore, it is deemed relevant to business education. It equips prospective senior managers with social conditions in the form of self-confidence as well as strategies through appropriate language fluency. Moreover, it provides social privilege, thus holding an opinion of a prestigious title. Correspondingly, Warhurst ( 2011 ) describes MBA as a valuable contribution to shaping MIW. His empirical research, in combination with that of Hay and Hodgkinson ( 2008 ), reveals that MBA learning through its complexity helps management practitioners better than some critics contend. More particularly, it supports MIW by explaining what management is about, prompting reflexivity, and providing access to more experienced professionals. In addition, it boosts confidence as it teaches managerial language. Finally, it provides credibility and allows for more influence within the managerial environment. Furthermore, Warhurst ( 2012 ) found that an MBA’s formal curriculum enables managers to expand their understanding of their managerial identity and increase their professional status. However, Knudsen et al. ( 2022 ) noted that the theory taught at MDPs might not always translate to practice. Their study revealed that participation in an MDP does not guarantee managerial authority, especially when the program is designed internally by an organization with a unitary view (Larsson et al., 2020 ). Given such training, managers struggle to operate under polyphonic conditions (Kornberger et al., 2006 ), where perspectives, goals, and interests are not aligned. 4.4 Blurred identity The category of managerial blurred identities, by which I describe identities with inconsistent and incoherent sets of characteristics, constitutes nearly 35% of the literature within this review. Extensive research on this topic suggests that holding the role of a manager entails assuming multiple, fluid, or constantly evolving identities. One of the most influential studies was conducted by Sveningsson and Alvesson ( 2003 ), who examined MIW to determine whether it brings struggle and internal conflict. Since managerial jobs undergo fragmentation (Mintzberg, 1973 ), they often require flexibility, which can be supported by a self-identity narrative. Some managers are forced to work in multiple contexts of contradictory pressure, which calls for intensified MIW that would satisfy various conditions and stakeholders. Furthermore, oscillating between multiple identities is caused by having to adjust to ever-changing situations (McDermott et al., 2013 ). With the aim of meeting competing demands while maintaining authority and respect, MIW takes on differentiated approaches (Paton & Hodgson, 2016 ). Additionally, some managers need to navigate the double dilemma when opting for localism or cosmopolitanism (Hodgson & Paton, 2016 ), which can directly influence MIW. Carollo and Guerci ( 2018 ) suggested that MIW could be supported by accepting workplace tensions instead of trying to resolve or ignore them, while Beech ( 2008 ) identified four forces impacting MIW. First, cognitive forces serve as values and reasons. Second, narrative forces, which are shapes and styles, make sense of events. Third, there are power dynamics enabling people to assertively take a stand, and last, there is emotional attachment, especially if it is directed at a professional group (Croft et al., 2015 ). All these can either catalyze or prevent change in identity, thus influencing MIW. Another apparent issue causing a blur in managerial identity is the conflict between personal and organisational values. For example, participants of Clarke et al.’s study reported distress associated with the decision to downsize the company, which was justified by economic factors yet caused moral culpability. Another example is presented by Fung ( 2020 ), who examines the case of medical managers whose identity is being blurred by the necessity of prioritizing the primary and secondary roles of a manager and a doctor. Their struggle resides in choosing between compassion toward patients and healthcare workers versus political pressures and budgeting. Additionally, Alvesson and Svenningson (2003) report that the formulation of different moral positions drawn from leadership discourse enables MIW. In addition, some small business owners chase to act in line with ethical and social aspects of company life while reconciling economic value (Lähdesmäki, 2012 ). Interestingly, the altruistic values of managers can be perceived as negative in view of the public (Merali, 2009 ). On the other hand, there are managers who are not concerned with coherence in the context of MIW and sustainability, which contradicts mainstream opinion. Such managers seem to combine potentially divergent identities as they remove the agency and shift responsibility, hence displacing any problems away (Allen et al., 2015 ). A fair few managers suffer from disparities between organizational standards and their own beliefs to the extent of questioning the sense of their role. In her autobiographical text, Mischenko ( 2005 ) shares the anxiety caused by the managerial position she holds and compares the corporate environment to that of the Matrix film, where people are connected to a false consciousness. She explains how her MIW is shaped through personal experiences and how she tries to work toward the goals of the company while serving her subordinates well. Similarly, Hay ( 2014 ) presents the emotional battle of managers based on the mismatch between professional and self-identities. While engaging in MIW, they face the expectation of what management entails, which can cause dissonance in understanding identities, causing frustration, guilt, and worry. Blurred identity is also noticeable among managers who draw on various sources of legitimation and verification. This scenario is presented by Down and Reveley ( 2009 ), whose research shows the process of shifting from initial doubts to ultimate managerial confidence built through dramatic surgical performance (Goffman, 1990 ) and self-narration. Additionally, it is important to mention how international assignments blur managerial identity due to the necessity of operating in an often completely different environment (Kohonen, 2008 ). Or, how the blur occurs due to the phenomenon of collective identification (Löwstedt & Räisänen, 2014 ). 4.5 Identity work as a medium This paragraph provides examples of what MIW can utilize. In addition to shaping the persona of a manager, MIW can also serve personal purposes, be directed at making pure devotion to subordinates, facilitate learning, or help in creating a fantasy (Sveningsson & Larsson, 2006 ) within a workplace. Let me first recall the study of Warhurst ( 2016 ), which reveals that six types of MIW serve as media for learning receptivity. The first type of MIW is based on forming or furthering the desired managerial identity, fuelled by ambition and motivation. Although a managerial role can cause stress, it can be enacted with passion and offers the benefits of social status, financial security, and the feeling of pride. These factors, in turn, drive the desire to expand the knowledge and skills necessary for furthering careers. Second, Warhurst ( 2016 ) writes about achieving a coherent managerial identity, which is expressed by confidence resulting from successful competition and a deep understanding of front-line tasks. Third, distinctive managerial identity can be assisted through differentiating behaviors such as primarily caring for staff and customers, sometimes at the expense of profit and efficiency. Not all managers are eager to bend internal bureaucracy or work along their subordinates for the sake of team success; however, such an attitude can offer a number of learning opportunities. Going further, Warhurst ( 2016 ) found that learning is necessary to maintain and strengthen desired managerial identity, which allows for strategic and innovative positioning. Finally, there are instances where MIW is used for repair purposes when managers strive to overcome limitations caused by inadequacies or vulnerabilities (Warhurst, 2016 ). There is also a case in which MIW is utilized for protection. Gjerde and Alvesson ( 2020 ) created the term “umbrella carriers” to describe managers whose ultimate goal is to protect subordinates from organizational burdens by filtering damaging information and acting as a buffer against pressure from top management. This approach runs counter to the performance driving perspective; however, one does not preclude the other. MIW can also serve as a medium for becoming a hybrid manager. Bresnen et al. ( 2019 ) identify three narratives that support MIW in that context. The aspirational role comes from the desire to hold a managerial role, while the agnostic role is characterized by doubt. The ambivalent narrative involves mixed feelings. However, even when a manager arises from an aspirational narrative, he or she might be bound to his or her former specialist position by perceptions of the external actors. The reason could be that the manager creates a fantasy in which they believe in their strong leadership skills, which are not exhibited in reality (Sveningsson and Larsson, 2006 ). Although MIW is supposed to be the medium for establishing a managerial self, it fails due to a lack of realization. For those who are unsure of their managerial self, Mantere and Whittington (2921) propose suggestions for MIW, which can lead to the repair, development, or fulfillment of identity. Repairment can be performed through a submissive narrative to assess self-worth as a manager. Moreover, with the use of an instrumental narrative, career goals can be met, which potentially warrants development. Finally, achieving fulfillment can be met through an aspirational narrative with the aim of meaningfully enriching oneself. Finally, MIW can serve personal reasons, as suggested in the research of Tietze and Musson ( 2010 ). The authors describe MIW as a medium for establishing a stable sense of self in the context of changes to the working environment, which is hampered in the home-office setting. Interestingly, a male manager fails to accept the situation where he does not physically leave the home to earn the bread, because his idea of the paternal figure assumes returning from work. Simultaneously, he believes that as a manager he should be close to his team, visible and present. He is a strong advocate of separating these two spaces and is able to engage in MIW only when that condition is met. 4.6 External perceptions of identity MIW eventually leads to salient (Stets & Burke, 2000 ) managerial identity, which becomes strongly visible to the audience and is subject to external perceptions. Lees-Marshment and Jones (2018) developed a model of flexible identities, and although it refers to political leaders, I believe it can be transferred to the general managerial population. The first flexible identity, referred to as the traveler , is characterized by constant movement between metaphorical locations such as different social groups. While representing an organization and its regulations, MIW might create a spurious picture. In contrast, when people are close to their peers and subordinates, managers start using embodied language, which is perceived as authentic. Second, the identity of the master , where the manager is regarded as a strong, authoritative figure, makes difficult decisions when contradictory demands exist. The MIW of the master assures that the manager will offer protection from the precariousness of unsafe circumstances. Furthermore, the identity of the consultor is perceived as the one that is necessary to effectively lead any kind of unit or initiative. A controlling attitude is deemed ineffective; thus, managers need to cooperate, or in other words, consult, to retain legitimacy. Finally, the identity of the adjudicator places a manager as a fair and neutral person who enacts legal requirements. MIW in such cases involves making boundaries, using distancing verbs, behaving in a formal manner and paying attention to the process. Although external perceptions of managerial identity have limitations due to factors such as individuals’ perceptions (Wimschneider & Brem, 2019 ) or cultural influence (Saavedra Llamas & Grijalba de la Calle, 2020), Szostak and Sułkowski ( 2021 ) were able to establish a list of characteristics typical for managerial identity. It is worth noting that their study is the only quantitative research included in this review. The results of their questionnaire revealed that MIW is perceived as guaranteeing “efficiency, responsibility, ability to resolve conflicts, ability to set goals, tendency to plan, patience and persistence in achieving goals, ability to analyze” as well as to aid in “leadership, self-confidence, and interpersonal skills” (Szostak and Sułkowski, 2021 ). Moreover, external perceptions about MIW can be studied through small stories, as in the research of Clifton ( 2014 ), who examined everyday workplace interactions with a discursive approach to leadership. He claims that people perceived as leaders are the ones who are the most influential if we consider leadership to be managing meaning. This statement is based on Bourdieu’s ( 1991 , p. 220) idea of leaders’ contribution to shaping reality. Therefore, the manager perceives that such a person goes to speak and takes on institutional identity to act as the company, which suggests that MIW is about vocalizing statements and sharing opinions. 4.7 Creation of a preferred identity The majority of research on MIW is conducted through interviews, which is confirmed by the methods applied in the articles selected for this review, of which at least 89% interviewed the participants. I see similarity between identity and interviews in the form of facade. According to interpretivist criticism, we need to assume that interviews only allow us to discover what actors want to reveal (Rostron, 2014 ) and that the same applies to identify, which conceals what is truly only known to the internal self. Some managers engage in their identity work to make impressions that they associate as desirable in the environment in which they are working. For example, managers who work in the construction industry to promote innovation want to be seen as agents of change (Sergeeva & Green, 2019 ). The MIW of these managers is concentrated on determining which activities are considered innovative and proceeding accordingly. Perhaps some managers seek to be perceived as effective and simultaneously ethical, which constitutes a competent manager at Disneyland, as discovered by Bardon et al. ( 2017 ). In such a scenario, MIW entails applying practical wisdom, referred to as phronesis, to make decisions that satisfy both requirements (Bardon et al., 2017 ). There are also managers who want to be valuable and valued; however, their extensive efforts can lead to damaging identity and need to be controlled in time to avoid sacrificing personal life (Cowen & Hodgson, 2015 ). Therefore, to protect oneself from occupational stress and damage, MIW can serve as a defensive mechanism. Brown et al. ( 2021 ) provide the results of their study of high-achieving deans, that is, managers within a scholarly environment, who employ MIW with the aim of presenting their personal sacrifices throughout their career. The reasoning behind this approach is to reduce the potential criticism that they might receive. Such managers forge power relations and construct preferred identities of management figures to survive the austere conditions of management. Moreover, the defensive aspect of MIW can be used to hide vulnerability, especially because the managerial role is associated with the opposite characteristic. Nevertheless, a manager has assigned normative masculine notions of strength, control, and knowledgeability; therefore, vulnerability is considered to be a weakness concealed through MIW. However, Corlett et al. ( 2019 ) propose a mature view of vulnerability, which can serve as an opportunity for learning. The authors propose processes through which vulnerability can be harnessed to determine areas of improvement and proactively develop them with the help of trusted individuals. Furthermore, MIW can be utilized to enable or constrain power implications, as explained by Koveshnikov and Ehrnrooth (2016). They study MIW in relation to cultural stereotypes and derive three forms of MIW, which they call stereotypical, reactive, and self-reflexive talk. In particular, stereotypical talk, which occurs through a nonreflexive approach, can lead to superiority-inferiority. Usually, self-esteem enhancement is applied by managers who want to enhance their self-esteem but can have negative effects on workplace relations. 4.8 Identity of minorities The increased representation of minority groups among supervisory authorities was preached by Maume Jr. ( 1999 a), who wrote about white women as well as black men and women being disproportionately excluded from the managerial cohort. Similarly, Maume Jr. ( 1999 b) explained how female managers were set for failure due to shunning and ostracism by informal work groups. For more than 20 years, researchers have studied inequality and struggles among underrepresented people within the managerial context. According to Carrim and Nkomo ( 2016 ), “the construction of managerial identity has largely been positioned as a homogeneous phenomenon premised upon masculine constructions without full recognition of how it is complicated by the intersection of racio-ethnicity, gender, and other categories of social difference”. Pini’s ( 2005 ) discourse on managerial identity brings attention to hegemonic masculinity and the claim that a real manager means being a real man , both of which are terms characterized by emotional neutrality, individuality, control, rationality, assertiveness, and objectivity. The author studies the challenges of women who engage in MIW to build their position on a managerial board in a male-dominant industry. Although they are all well educated and skilled at performing their roles, they need to face gender stereotypes that place them in a domestic setting. The MIW of female managers requires balancing masculine and feminine behaviors, which is an exhausting process through which women feel like a third sex . Pini ( 2005 ) summarizes women’s MIW as the struggle to exhibit strong characteristics that build authority in combination with soft skills such as orientation toward relationships and (controlled) emotions. In other words, the MIW of women assumes treating gender in Butler’s (1900, p. 25) terms, that is, as performative, serving as the means toward a specific goal. In addition, Lewis (2015) discusses performing gender , which is referred to by Martin et al. ( 2020 ) in their understanding of women’s MIW where multiple roles can be considered juggling. Again, women combine masculine, rational discourse with feminine traits of empathy, protection, and support. However, they distinguish the environments in which they can exhibit these contradictory characteristics. Nevertheless, successful MIW, which merges the two personalities, allows women to lead and challenge others. Furthermore, an interesting feature of MIW has been noted by Mavin and Grandy ( 2016 ), who develop a theory of Abject Appearance . They discuss an element of physicality in an organizational setting with a focus on female perceptions. Within that context, Mavin and Grandy ( 2016 ) identify three themes: fascination with appearance, refocusing from one’s appearance, and achieving a professional balance. It explains how women tend to judge based on the looks of the body and that often appealing physics is associated with female managerial success. Mavin and Grandy ( 2016 ) mention that there are instances in which women are evaluated based on their appearance. This seems to be an important issue, as other researchers have also disputed physicality within the workplace; thus, Pini ( 2005 ) reveals the experiences of female managers who advise being devoid of sexuality to maintain respect and authority. Finally, with regard to women and their MIW, there are extreme cases, such as stepping into the unknown environment from a culture that assumes female submission and follow-up (Carrim & Nkomo, 2016 ). In a setting where women are taught to exhibit obedience, modesty, respect, and subservient behavior, it is an enormous challenge to assume a managerial role requiring authority and confidence. Carrim and Nkomo ( 2016 ) explain that the MIW of women with such backgrounds is often based on mimicking the identity of male colleagues with whom they are working. However, such a strategy does not guarantee the avoidance of challenges related to authority and competence, barriers to promotion, or exclusion from informal networks. There are additional examples of minorities in management, especially in societies with multiple racial and cultural stereotypes. Evans and Sinclair ( 2016 ) study MIW within the aboriginal environment, where identity practices include demonstrations of diverse cultural identities, resistance to essentialist personas, and campaigns for reimaging and recreating belonging. In such environments, MIW takes place in addition to shaping personal identities as well as attempting to conform with or fight against imposed expectations (Evans & Sinclair, 2016 ). The final marginalized group of managers discussed in this review is lesbian and gay men. Their sexual orientation might be perceived as a hindrance to managerial identity and career development, which Burnett ( 2010 ) explained through negative stereotyping. However, according to Rumens ( 2011 ), entering friendly relationships with heterosexual peers within the workplace can support MIW. Although such statements could currently be controversial, Rumens ( 2011 ) did conclude that lesbians and gay men have to follow heteronormative queues within organizations if they plan to pursue careers in management. Further research revealed that the antigay sentiment in a workplace still remains, as Co Man et al.’s ( 2017 ) survey results revealed the likelihood of disapproving of an openly gay manager. However, lesbians’ MIW might actually result in positive outcomes if performed in a well-designed manner, which is associated with perceiving lesbians as masculine and thus with high leadership effectiveness (Shamloo, 2022). 5 Integration and a conceptual model This literature review identified eight first-order themes discussed in the context of MIW, including the identity of first-time managers, the identity of experienced managers, MDPs, external perceptions of identity, blurred identity, creation of preferred identity, identity work as a medium, and the identity of minorities. Careful analysis of the findings from the empirical research published between 2003 and 2023 allowed us to summarize the theme characteristics, which revealed four second-order themes through the process of systematization, as presented in Fig. 5 . and referred to below. Although all four factors have major influences on MIW, knowledge seems to be the most prominent second-order theme. Not only does it pertain to the experience level of managers, but it also has indirect influence on awareness and motive, as without knowledge about the desired managerial identity, there would be no notion of blurred and preferred identity, and the motives could not be determined. Furthermore, it is imperative to bear in mind the theme of privilege, which ironically can be characterized by a lack of privilege, as it represents marginalized groups within the managerial environment and their struggles influencing MIW. 5.1 Knowledge Three of the MIW themes pertain to managerial knowledge, which is being gained by first-time managers, expanded by experienced managers, and provided by MDPs. These areas are interrelated, as managers go through each of them on their professional paths. No manager can exist without undergoing an MDP, which can take, for example, a theoretical approach provided by a recognized teaching institution or take the form of an informal job training. Furthermore, each of the experienced managers was a first-time manager. The boundaries between these phases are fluid and undefined, as every individual acquires knowledge at different paces and has various accesses to information and progression opportunities. While first-time managers hold technical expertise, to shift to the experienced category of managers, they need to go through the phases of familiarizing, rationalizing, and legitimizing (Sartirana et al., 2019 ). The process can be full of excitement or despair, which most likely entail confusion and frustration but can end in pleasure and satisfaction (Bolander et al., 2019 ). However, through continuous reflexivity (Warhurst and Black, 2016), this process eventually induces individuals to obtain necessary knowledge and skills, leading to persistent achievement (Knights and Clarke, 2014 ). Additionally, the process can be accelerated by accepting limitations and leveraging strengths (Warhurst and Black, 2016). In addition, an important aspect of shaping MIW is participation in MDPs, which allows for identity transformation and regulation (Andersson, 2012 ). On top of providing managerial skills and techniques, such programs expose novel ideas and perspectives (Sturdy et al., 2006 ). They also invite people to shake up, cut apart, let go, be playful, and flounder (Nicholson & Carroll, 2013 ) as well as encourage them to contemplate default and anti-identity, ultimately revolutionizing MIW (Carroll and Levy, 2008 ). Finally, MDPs are equipped with credibility as well as increased professional status (Warhurst, 2012 ) and influence (Hodgkinson’s, 2008). The concept of knowledge influencing MIW is validated by the notion that the degree of managerial knowledge impacts the way managers behave and seek information. A longer span of managerial knowledge leads to salient (Stets & Burke, 2000 ) managerial identity; thus, its impact will be differentiated according to managerial experience, although it will always have the same power. 5.2 Awareness I think of MIW as an action that has to be analyzed from various angles. The intention of identity holders is to construct an external layer of their intangible state, but there is also a spectator who deciphers these intentions to form a personalized understanding of the observed behaviors. The latter aspect, in generalized form, depicts a manager as an efficient, responsible, and persistent individual who is able to set goals, resolve conflicts, and lead with confidence (Szostak and Sułkowski, 2021 ). Therefore, external awareness and internal awareness both exist and take a broad scale of intensity. MIW characterized by low awareness is typical for individuals with blurred identity who struggle with contradictory pressures (McDermott et al., 2013 ). Multiple forms and battles of internal conflict are caused by mismatches between personal and organisational values (Mischenko, 2005 ; Hay, 2014 ; Fung, 2020 ). Moreover, unstable MIW can lead to emotional distress (Hay, 2014 ) or cause confusion when employed in unknown settings (Kohonen, 2008 ). On the other hand, MIW evolves with time when managers become more aware of their roles and aid in the creation of preferred managerial identities, serving as a facade for the internal self. MIW creates desirable impressions (Sergeeva & Green, 2019 ) of valuable individuals (Cowen & Hodgson, 2015 ) who seem ethical, competent, and effective (Bardon et al., 2017 ). Furthermore, well-aware managers might engage in defense mechanisms to hide vulnerabilities (Corlett et al., 2019 ) and reduce potential criticism of their leadership (Brown et al., 2021 ). In addition, awareness helps in harnessing MIW to enable or constrain power implications (Koveshnikov & Ehrnrooth, 2016). 5.3 Motive The literature provides evidence for motives hidden behind MIW, which can take an empathetic form when individuals are focused on external benefactors or selfish form when triggered by egocentric desires. In addition to concealing internal thoughts (Rostron, 2014 ) and unappealing traits (Corlett et al., 2019 ), MIW can serve as a medium for increasing social status. In addition, the MIW can be used for repair purposes to eliminate potential inadequacies (Warhurst, 2016 ). Moreover, MIW can be exerted for personal reasons (Tietze and Musson, 2010 ) or simply contribute to the fulfillment of identity. In contrast, MIW can take an altruistic form when managers become umbrella carriers (Gjerde & Alvesson, 2020 ) to protect subordinates from organizational pressures and dedicate efforts to caring for staff and customers (Warhurst, 2016 ). 5.4 Privilege Not everyone is able to take advantage of privileges distributed across the globe, and the same applies to the managerial environment. Minority groups within managerial cohorts have been continuously excluded from fair proceedings (Maume Jr., 1999 a) and remain the subjects of social differences studied today (Carrim & Nkomo, 2016 ). One of the most discernible minority groups in the context of managing is women, who need to face gender stereotypes, particularly hegemonic masculinity ascribed to managerial identity (Pini, 2005 ). Through their MIW, women engage in performing gender (Lewis, 2015) to balance masculine and feminine behaviors (Pini, 2005 ) required to survive in the workplace. In addition, the opposite gender is not the only enemy of women, as they can pose challenges to each other by preoccupation with physical appearance (Mavin & Grandy, 2016 ). While applying MIW to fight imposed expectations (Evans & Sinclair, 2016 ), female managers simultaneously face barriers to promotion, exclusion from informal networks, and challenges related to authority (Carrim & Nkomo, 2016 ). However, similar issues are imposed on lesbian and gay men whose sexual orientation can be perceived as hindering managerial identity (Burnett, 2010 ). The members of that minority group also lack the privilege of effortless access to managerial positions, and their MIW might comprise befriending heterosexual people (Rumens, 2011 ) to reduce the effects of negative stereotyping (Burnett, 2010 ). 6 Conclusions The purpose of this study was to accumulate existing empirical research on MIW and identify the main themes occurring within MIW worth further exploration. Primary categorization into eight first-order themes explored in the findings section allowed for the creation of a conceptual model based on four second-order themes, such as knowledge, awareness, motive, and privilege, explicating how MIW is shaped and influenced. The knowledge theme, referring to the identity of first-time managers, the identity of experienced managers, and MDPs, explains how the level of possessed managerial information impacts MIW. Initial confusion (Bolander et al., 2019 ) among first-time managers who do not hold substantial managerial knowledge is a natural step toward becoming experienced managers. In both phases, MDPs are beneficial for providing or expanding managerial skillsets. The majority of related research has been based on interviews (e.g., Sartirana et al., 2019 ; Nicholson & Carroll, 2013 ); therefore, it might be valuable to introduce ethnographic studies to allow researchers to be exposed to wider observational perspectives (Jivan, 2020 ), especially because interviews frequently provide distorted pictures of reality (Rostron, 2014 ). The theme of awareness, composed of external perceptions of identity, blurred identity, and creation of preferred identity, indicates the salience (Stets & Burke, 2000 ) of managerial identity. The degree of cohesion between an individual and his or her managerial identity is visible through employed MIW, which is confident when aiming for preferred characteristics or full of struggle when facing contradictions. The latter example, typical for blurred identity, is an effect of battling an internal conflict arising from attempts to merge opposing values (Mischenko, 2005 ; Hay, 2014 ; Fung, 2020 ), behaviors, or environments (Kohonen, 2008 ). Furthermore, since vulnerabilities develop when awareness increases, despite strong attempts to conceal them through MIW, it might be useful to examine them under non-research conditions. Corlett et al. ( 2019 ) suggest utilizing learning sets and coaching sessions to gather data on vulnerability, as managers might be more open and willing to share information about their weaknesses in such circumstances. Additionally, the creation of a preferred identity in combination with identity work as a medium forms the motive theme, which explains what exactly MIW is utilized for. In addition to serving as a boosting or defense mechanism (Corlett et al., 2019 ), MIW can be harnessed for personal (Tietze and Musson, 2010 ) or prosocial reasons (Warhurst, 2016 ). Although the literature provides notions of MIW attempting to reduce criticism related to leadership (Brown et al., 2021 ) or to fulfill the vision of identity, it has been reported that MIW is often used to support teams, customers, and subordinates (Warhurst, 2016 ). Managers become umbrella carriers protecting their employees from negative organizational effects (Gjerde & Alvesson, 2020 ). Despite extensive research on this topic, Mantere and Whittington ( 2021 ) suggest focusing on investigating different MIW tactics in future research. Finally, the theme of privilege emerged from the identity of minorities. This is an exceptionally vital part of this review’s findings, as it refers to the group of people who face hardships unknown to the majority of the managerial population. The MIW of unprivileged individuals is based on overcoming unjust challenges caused mainly by belonging to an out-group of what is perceived as standard in the managerial context. For example, managers with minimal privileges are lesbian and gay men (Burnett, 2010 ; Rumens, 2011 ), or mostly researched women (e.g., Pini, 2005 ; Lewis, 2015; Martin et al., 2020 ). The MIW of female managers is based on a constant struggle to satisfy masculine notions of management while exhibiting delicate characteristics of femininity (Pini, 2005 ). Female participants reported feeling like third sex when fulfilling the expectations of a managerial role. Therefore, I encourage further investigation into the topic of women as managers, as they can make substantial social contributions and answer the fifth goal of the United Nations’ 2030 Agenda for Sustainable Development, referring to gender equity (United Nations, n.d.). This study is not free of limitations; however, they can serve as avenues for prospective research. First, this review is based on empirical findings that are burdened with constraints of their own. First, Szostak and Sułkowski ( 2021 ) admit that the views and opinions of their research participants might have been impacted by the COVID-19 pandemic occurring at the time of gathering primary data. Second, few authors report a relatively small sample that might not represent the views of all managers (e.g., Merali, 2009 ; Szostak and Sułkowski ( 2021 )). Furthermore, Carollo and Guerci ( 2018 ) acknowledge that identity is a phenomenon that evolves over time; therefore, the process of understanding MIW might be more efficient if it is approached through longitudinal studies instead of conducting singular interviews. Finally, although this literature review followed a systematic approach, there might be studies that were not included due to various categorization rules in the online databases. Nevertheless, I believe that scholars will find this article beneficial because it constitutes an easily accessible summary of MIW research performed to date. Additionally, practitioners might find inspiration for the improvement of their MIW or comfort in realizing that other managers also face challenges in the workplace. No one is born an experienced manager; therefore, it is important to remember that MIW is a continuously evolving concept that requires practice. Declarations Funding The author declares that no funds, grants, or other support were received during the preparation of this manuscript. Competing Interests The author has no relevant financial or non-financial interests to disclose. Author Contributions Wiktoria Westen is the main author of this manuscript. Wiktoria Westen has individually worked towards the material preparation, data collection, and analysis. The first draft of the manuscript was written by Wiktoria Westen. However, as appreciation for inspiring and continuously providing courage, Professor Manuel da Graça has been listed as the corresponding author. 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Retrieved April 24, 2023, from https://sdgs.un.org/goals/goal5 Warhurst, R. (2011). Managers' practice and managers' learning as identity formation: Reassessing the MBA contribution. Management Learning , 42(3), 261-278. https://doi.org/10.1177/1350507610387567 Warhurst, R. (2012). Leadership development as identity formation: Middle managers’ leadership learning from MBA study. Human Resource Development International , 15(4), 471-487. https://doi.org/10.1080/13678868.2012.706428 Warhurst, R. (2016). A question of identity: Understanding managers’ receptivity to learning. Personnel Review, 45(4), 764-781. https://doi.org/10.1108/PR-11-2014-0258 Warhurst, R., & Black, K. (2017). What do managers know? Wisdom and manager identity in later career. Management Learning , 48(4), 416-430. https://doi.org/10.1177/1350507616679346 Wimschneider, C., & Brem, A. (2019). The perception of creativity through multicultural experience - results from an empirical analysis. International Journal of Innovation Management , 23 (7). https://doi.org/10.1142/S1363919619500658 Additional Declarations The authors declare no competing interests. Cite Share Download PDF Status: Published Journal Publication published 09 Dec, 2024 Read the published version in Management Review Quarterly → Version 1 posted You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. Our growing team is made up of researchers and industry professionals working together to solve the most critical problems facing scientific publishing. Also discoverable on Platform About Our Team In Review Editorial Policies Advisory Board Help Center Resources Author Services Accessibility API Access RSS feed Manage Cookie Preferences © Research Square 2026 | ISSN 2693-5015 (online) Privacy Policy Terms of Service Do Not Sell My Personal Information {"props":{"pageProps":{"initialData":{"identity":"rs-4177617","acceptedTermsAndConditions":true,"allowDirectSubmit":true,"archivedVersions":[],"articleType":"Systematic Review","associatedPublications":[],"authors":[{"id":284686712,"identity":"aa8b06c9-56ea-4b4a-9cbb-bd002f536738","order_by":0,"name":"Wiktoria A. 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(2021)\u003c/p\u003e","description":"","filename":"floatimage1.png","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/947e7af74ded7f56138a50eb.png"},{"id":53712655,"identity":"81137e74-b2c6-46d4-8145-aeb94c6016e0","added_by":"auto","created_at":"2024-03-29 08:33:31","extension":"png","order_by":2,"title":"Figure 2","display":"","copyAsset":false,"role":"figure","size":16899,"visible":true,"origin":"","legend":"\u003cp\u003eDistribution of MIW articles published from 2003 to 2022\u003c/p\u003e","description":"","filename":"floatimage2.png","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/54b2f42d703d051f166aa089.png"},{"id":53713163,"identity":"508b51af-5df7-4ebd-80d2-6bb979a3121f","added_by":"auto","created_at":"2024-03-29 08:41:31","extension":"png","order_by":3,"title":"Figure 3","display":"","copyAsset":false,"role":"figure","size":10457,"visible":true,"origin":"","legend":"\u003cp\u003eBreakdown of MIW literature methodologies\u003c/p\u003e","description":"","filename":"floatimage3.png","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/a4e0d1d9c62065b7ea203ffd.png"},{"id":53712659,"identity":"7ca1e1e6-c16b-442e-a4dd-b55e5fb7325b","added_by":"auto","created_at":"2024-03-29 08:33:32","extension":"png","order_by":4,"title":"Figure 4","display":"","copyAsset":false,"role":"figure","size":43216,"visible":true,"origin":"","legend":"\u003cp\u003eBreakdown of MIW publications according to country and industry\u003c/p\u003e","description":"","filename":"floatimage4.png","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/658b179282220c2cd72a20cc.png"},{"id":53712657,"identity":"5b6e121c-194d-476b-94bf-67b57994c4ed","added_by":"auto","created_at":"2024-03-29 08:33:31","extension":"png","order_by":5,"title":"Figure 5","display":"","copyAsset":false,"role":"figure","size":69371,"visible":true,"origin":"","legend":"\u003cp\u003eConceptual model of factors influencing managerial identity work\u003c/p\u003e","description":"","filename":"floatimage5.png","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/f2b6a359bdf4cc9bd6598907.png"},{"id":71150160,"identity":"5524d82e-0905-4051-a52b-8c1e827545ef","added_by":"auto","created_at":"2024-12-11 14:49:27","extension":"pdf","order_by":0,"title":"","display":"","copyAsset":false,"role":"manuscript-pdf","size":805700,"visible":true,"origin":"","legend":"","description":"","filename":"manuscript.pdf","url":"https://assets-eu.researchsquare.com/files/rs-4177617/v1/cb7f6d87-09d8-4e0d-9765-5cbb47e44017.pdf"}],"financialInterests":"The authors declare no competing interests.","formattedTitle":"\u003cp\u003eManagerial identity work: A systematic literature review with a conceptual model\u003c/p\u003e","fulltext":[{"header":"1 Introduction","content":"\u003cp\u003eIdentity work in the business domain began to appear in the early 1990s in the context of the sociological legacy of Bourdieu, with attention given to organizational \u0026lsquo;habitus\u0026rsquo; (Alvesson, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e1994\u003c/span\u003e). The specific reference of identity work to the population of managers emerged in the 21st century with the research led by Alvesson and Sveningsson (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), who concentrated on managers\u0026rsquo; aspirations for securing leadership identities. Their study served as a starting point for discourse on managerial identity work (MIW) and constitutes the earliest records in the research selected for this review, for which I applied a systematic approach. Careful planning and explicit documentation are assumed prior to commencement of the literature search, which promotes integrity, accountability, and precision (Moher et al, \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). With the aid of online databases, I identified 55 peer-reviewed articles on MIW that presented empirical findings from more than 10 countries based on data that were gathered over 20 years, allowing comprehensive capture of MIW issues.\u003c/p\u003e \u003cp\u003eMy objective is to summarize within this paper the existing knowledge on MIW so that it can serve as a starting point for future theoretical discourse on MIW as well as an inspiration for practitioners in improving their approach to MIW. I believe that the contribution of this study is of extreme relevance to the managerial environment, as it reveals existing personal and social issues of managers together with potential aspects requiring additional investigation. Furthermore, this topic is of immense importance because it influences the whole organizational population. Although not all employees hold the role of a manager, all employees work with one, either as a subordinate, consultant, or supervisor. Therefore, all people are stakeholders of managerial operations. Therefore, MIW should be a well-explored and understood aspect of daily organizational life.\u003c/p\u003e \u003cp\u003eIdentity work assumes the formation of identity to gain acceptance in the surrounding environment (Brown, 2017). Snow and Anderson (\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e1987\u003c/span\u003e) looked at it as a concept explaining people\u0026rsquo;s actions aimed at creating personal identities that support their self-worth. Furthermore, Sveningsson and Alvesson (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e) suggested that this concept refers to creating, maintaining, amending, and reinforcing identities, while Alvesson and Willmott (2002) provided an extensive list of verbs explaining the process of identity work, such as defining, affirming, reconciling, to name a few. All these definitions come from the need for individuals to establish visibility in a social setting. For the purpose of this study, I will consider the managerial social setting.\u003c/p\u003e \u003cp\u003eResearch on MIW has been approached through the lens of several theories. For example, Evans and Sinclair (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) examine the cultural dimensions of MIW through social identity theory, which is also referred to by Gjerde and Alvesson (\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), who determine motivation for MIW dictated by professional identification. In addition, intersectionality theory is applied to examine how MIW is shaped by institutionalized processes (Carrim \u0026amp; Nkomo, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2016\u003c/span\u003e; Martin et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Moreover, Sartirana et al. (\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) bridge identity theory with institutional theory to understand the MIW of hybrid managers. Identity theory was also applied by Lees-Marshment and Jones (2018) to understand external perceptions of MIW. Another instance of applying identity theory occurs when Warhurst (\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) correlates it with management learning. Additionally, Warhurst (\u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) used situated learning theory to understand the influence of management development programmes (MDPs) on MIW. Furthermore, MIW is studied in relation to power, referring to Foucault\u0026rsquo;s theory (Nicholson \u0026amp; Carroll, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e) as well as Ricoeur\u0026rsquo;s dimensions of identity (Bolander, 2019). In addition, Corlett et al. (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) referred to Butler\u0026rsquo;s theory of vulnerability to reconceptualize the value of inadequacies for MIW.\u003c/p\u003e \u003cp\u003eIn the upcoming chapters, I first present the methodology chosen for this systematic literature review, followed by the review analysis. I describe the publication details, such as the research time span and selected journals, which are all listed in reputable, high-quality databases. Moreover, I provide information about the research methods applied in the reviewed papers and summarize which countries and industries were selected for the studies. Going further, I present the findings of the review, which allow me to derive eight first-order themes pertaining to MIW, such as the identity of first-time managers, the identity of experienced managers, MDPs, blurred identity, identity work as a medium, external perceptions of identity, creation of preferred identity, and the identity of minorities. These findings are subsequently integrated into four second-order themes, namely, knowledge, awareness, motive, and privilege, which are included in the conceptual model. The model demonstrates the relation between themes, while textual elaboration explains how MIW is influenced by each of them.\u003c/p\u003e"},{"header":"2 Methodology","content":"\u003cp\u003eThis literature review applies a systematic approach, which I believe will be valuable to users due to its transparent and complete nature. In the design of the methods, I followed guidelines from the latest Preferred Reporting Items for Systematic reviews and Meta-Analyses (PRISMA) statement, as it provides an advanced procedure for identifying, selecting, appraising, and synthesizing studies (Page et al., \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Although the PRISMA protocol originally served to support clinical research, it has gained popularity in other domains because of its rigorous application. Careful planning of the review and explicit documentation are assumed prior to commencement of the literature search, which promotes integrity, accountability, and precision. Moreover, adhering to the protocol can reduce bias associated with selective reporting, as any deviations from the initial intentions can be easily detected (Moher et al., \u003cspan citationid=\"CR60\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe PRISMA 2020 checklist (Page et al., \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) prompts to initially consider the eligibility criteria for information sources, search strategy, and selection process. I employed two databases and conducted a search on March 18th, 2023. In the first database, Web of Science (WoS), I utilized the field \u003cem\u003eTopic\u003c/em\u003e which searches within title, abstract, and keywords by typing in the phrase (\u0026ldquo;identity work\u0026rdquo;) AND (manager OR managerial OR management OR managing). This approach yielded 542 results, which were then refined by document type (article, N\u0026thinsp;=\u0026thinsp;525), Meso Citation Topic (Management, N\u0026thinsp;=\u0026thinsp;320), and WoS Category (management, N\u0026thinsp;=\u0026thinsp;224). Simultaneously, I conducted a search with the same field parameters in the second database, Scopus. It returned 424 records, which were refined by document type (article, N\u0026thinsp;=\u0026thinsp;369), and subject area (Business, Management, and Accounting, N\u0026thinsp;=\u0026thinsp;216). Through application of limiters, automation tools marked 526 records as ineligible, reducing the original sample (N\u0026thinsp;=\u0026thinsp;966) to 440 papers, which were screened for relevance. I considered all the years of publication as I was eager to find out how MIW has evolved through decades. In addition, it is worth noting that all the records were in English; therefore, there was no need to exclude articles based on the language. At this step, I analyzed the titles and abstracts of the articles, excluding 312 references that were completely out of the scope of the study. I also identified 45 duplicates, which left 83 reports sought for retrieval. Since I was unable to retrieve 2 papers due to access restrictions, I began a detailed assessment for eligibility on 81 remaining articles. After analyzing the full texts of the articles, 26 references were excluded for the following reasons: a) for lacking empirical research (N\u0026thinsp;=\u0026thinsp;10), b) for lacking focus on the managerial population (N\u0026thinsp;=\u0026thinsp;6), c) for lacking relevance to the topic of the study (N\u0026thinsp;=\u0026thinsp;10). This process is graphically explained in Fig.\u0026nbsp;1 based on the PRISMA flow diagram (Page et al., \u003cspan citationid=\"CR63\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). All the articles were studied in depth and coded according to publication year, methodological approach, data collection technique, country, and industry.\u003c/p\u003e \u003cp\u003e \u003c/p\u003e"},{"header":"3 Review analysis","content":"\u003cp\u003eThis section is dedicated to the results of the analysis of the current state of the literature concerning MIW. I divided the analysis into three segments to clearly illustrate the trends across the study period, the journals that are interested in the topic of managerial identity, and the research methods utilized to study the topic. Moreover, the analysis presents the geographical regions and industries in which the study took place.\u003c/p\u003e \u003cdiv id=\"Sec4\" class=\"Section2\"\u003e \u003ch2\u003e3.1 Publication Details\u003c/h2\u003e \u003cp\u003eIdentity work has been studied for decades, as one of the first notions was discussed by Snow and Anderson (\u003cspan citationid=\"CR79\" class=\"CitationRef\"\u003e1987\u003c/span\u003e) with regard to homeless people striving for dignity and self-worth. Later on, Swedish scholars introduced the concept of identity work to the business domain (Alvesson, \u003cspan citationid=\"CR2\" class=\"CitationRef\"\u003e1994\u003c/span\u003e) followed by the managerial domain through research in high-tech and life sciences areas. In 2003, representatives of the Department of Business Administration at Lund University published two papers concentrating on managers\u0026rsquo; aspirations for securing leadership identities (Alvesson, \u0026amp; Sveningsson, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e) as well as dissonance between self-identity and the identity work of a manager (Sveningsson, \u0026amp; Alvesson, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e). These two studies open the MIW literature. As shown in Fig.\u0026nbsp;2, the topic of MIW seems to reappear in academic interest every two to four years, with a recent downward trend, possibly due to the global focus on environmental issues addressed by the United Nations in the 2030 Agenda for Sustainable Development (United Nations, n.d.). However, since MIW affects minorities, this can also be associated with the 5th goal of the 2030 Agenda for Sustainable Development, which promotes gender equality. I argue for this correlation based on recent studies regarding the struggles of women in professional and academic dimensions, such as gender bias resulting in exclusion, lack of acknowledgment, or salary inequality (Stephenson et al., \u003cspan citationid=\"CR80\" class=\"CitationRef\"\u003e2023\u003c/span\u003e). Furthermore, Ramos et al. (\u003cspan citationid=\"CR67\" class=\"CitationRef\"\u003e2022\u003c/span\u003e), through their empirical study, reveal that the business world is not yet free of repeatedly discussed instances where women aspiring for managerial positions suffer from gender stereotypes, unequal performance appraisals, or organizational culture barriers. In addition, women are faced with an ongoing dilemma of work-family balance related to social roles traditionally attributed to them (Nganga et al., \u003cspan citationid=\"CR61\" class=\"CitationRef\"\u003e2023\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec5\" class=\"Section2\"\u003e \u003ch2\u003e3.2 Research methods\u003c/h2\u003e \u003cp\u003eIdentity is a self-attributed meaning within a role (Kou et al., \u003cspan citationid=\"CR44\" class=\"CitationRef\"\u003e2022\u003c/span\u003e); thus, it has the form of an intangible phenomenon. As a variable that cannot be easily measured, it perfectly answers Creswell\u0026rsquo;s (\u003cspan citationid=\"CR23\" class=\"CitationRef\"\u003e2012\u003c/span\u003e, p. 48) question \u0026lsquo;When to use qualitative research?\u0026rsquo; According to the author, this research method meets the desire to study an issue or a problem in depth. Its elaborate techniques allow for vast explorations of complex topics, especially when trying to hear \u003cem\u003esilenced voices\u003c/em\u003e. Researchers recognize that MIW requires a personalized and flexible approach, which is exhibited in the large number of qualitative studies conducted in the field of identity. Within the reviewed group of articles, 44 applied qualitative methodology, which accounted for almost 98% of the cases. Figure\u0026nbsp;3 shows a graphical representation of the research method distribution according to the data collection technique used. Only one article (Szostak \u0026amp; Sułkowski, \u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) applied a quantitative approach through the administration of a survey among 160 society representatives. However, since this research aimed at understanding perceptions of different types of identities, rich contextual data may not have been needed. On the other hand, the rest of the researchers engaged in obtaining rich data through various techniques and often lengthy studies. 33 out of the 44 studies were based solely on interviews. The interviews were conducted in various configurations through single and multiple conversations with first-time managers and experienced individuals. The second largest proportion of the data collection methods involved mixed-type methods. Observations could be a combination of interviews (e.g., Down \u0026amp; Revley, 2009; Koveshnikov et al., \u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), interviews with case studies (Svenigsson \u0026amp; Alvesson, \u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), document analysis, or photo analysis and ethnography (Nicholson \u0026amp; Carroll, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). There were also two autobiographies (Mischenko, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Sims, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) as well as one case study (Warhurst, \u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e2011\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec6\" class=\"Section2\"\u003e \u003ch2\u003e3.3 Investigated countries and industries\u003c/h2\u003e \u003cp\u003eThe analysis of the literature on the MIW showed variation in the investigated geographical locations, as presented in Fig.\u0026nbsp;4. Although some researchers provide specific areas, such as provinces, there are also examples of more generalized locations, such as Eurasia (Carroll \u0026amp; Levy, \u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), Australasia (Nicholson \u0026amp; Carroll, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e), the Gulf Cooperation Council (GCC) Country (Cowen \u0026amp; Hodgson, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2015\u003c/span\u003e), and Northern Europe (Allen et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). There were also four articles in which mixed locations were studied. For example, Koveshnikov et al. (\u003cspan citationid=\"CR45\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) look into MIW within Finnish organizations operating in Russia, while Lees-Marshment and Jones (2018) focus on English-speaking countries (the United Kingdom, the United States, Australia, Canada, and New Zealand) within the political context. Furthermore, five articles do not disclose locations at all (e.g., Andersson, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2012\u003c/span\u003e; Warhurst, \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). The remaining 42 papers are strongly dominated by research conducted within the U.S.K. (e.g., Brown et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2021\u003c/span\u003e; Rostron, \u003cspan citationid=\"CR72\" class=\"CitationRef\"\u003e2022\u003c/span\u003e), which constitutes more than 60% of the single-country research. Australia (e.g., Down \u0026amp; Reveley, \u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2009\u003c/span\u003e) and Sweden (e.g., Bolander et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) appear in the studies three times, while Finland (e.g., L\u0026auml;hdesm\u0026auml;ki, \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2012\u003c/span\u003e), France (e.g., Bardon et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), and the Republic of South Africa (e.g., Jivan, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) are studied twice. Finally, in four instances, the research is dedicated to a single country, such as Italy (Carollo \u0026amp; Guerci, \u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2018\u003c/span\u003e), the Netherlands (Sartirana et al., \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), China (Fung, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), or Denmark (Knudsen et al., \u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2022\u003c/span\u003e).\u003c/p\u003e \u003cp\u003e \u003c/p\u003e \u003cp\u003eWithin the MIW literature, I observe a tendency toward involving multiple industries in a study, which allows for comparing contrasting findings or simply expanding access to potential research participants. 26% of the articles targeted various industries within a study (e.g., Corlett et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Szostak \u0026amp; Sułkowski, \u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Moreover, the healthcare industry served as a rich source of data, with nine articles focusing on this industry (e.g., Croft et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2015\u003c/span\u003e; Bresnen et al., \u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). The education (e.g., Brown et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) industry was studied in four articles, while the creative industry (e.g., Martin et al. 2008) was studied in three articles. In addition, industries such as construction (e.g., Sergeeva \u0026amp; Green, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), defense (e.g., Paton, \u003cspan citationid=\"CR64\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), government (e.g., Lees-Marshment \u0026amp; Jones, 2018), and information technology (e.g., Cowen \u0026amp; Hodgson, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2015\u003c/span\u003e) appeared in two studies each. The participants in MIW research have also been involved in aerospace, agriculture, banking, energy and power, entertainment, high-tech, life science, manufacturing, and real estate industries (e.g., Pini, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Bardon et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e), which are combined in \u003cb\u003eFig.\u0026nbsp;4\u003c/b\u003e. as \u0026lsquo;other\u0026rsquo;, since they are represented by one article each. Finally, the article written by Warhurst (\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) did not provide information about the industry.\u003c/p\u003e \u003c/div\u003e"},{"header":"4 Findings","content":"\u003cdiv id=\"Sec8\" class=\"Section2\"\u003e \u003ch2\u003e4.1 Identity work of first-time managers\u003c/h2\u003e \u003cp\u003eLiterature in MIW within the first-time management context is dominated by research focused on individuals progressing their careers. The process can take various forms, such as shifting from a specialized position to a managerial role, to lead former peers through knowledge sharing and performance monitoring (Bolander et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). In other words, an employee ceases to be an individual contributor and becomes responsible for the work of other employees. In addition, the process can lead to an expansion of one\u0026rsquo;s scope of responsibilities by adding the element of managing to regularly perform, for example, academic (Sims, \u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) or medical (Sartirana et al., \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) duties, referred to as hybridization.\u003c/p\u003e \u003cp\u003eWhen thinking about potential reasons for moving up to management, I recommend reflecting on Sims\u0026rsquo; (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) five stories that he describes as part of his autobiography aimed at explaining managerial identity formation. The first story relates to gaining managerial experience as a scholar. The author provides the benefits of such an undertaking in the form of realizing the issues worth studying, which can then be discussed in a classroom or included in a research agenda. Within this story, Sims (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) highlights the notion of academics who disparage management professionals, which reminds me of disputes about the difference between theory and practice in management. Knowledge transfer between scholars and practitioners, or in fact the lack of knowledge, has been studied for decades (Gronow, \u0026amp; Leverton, \u003cspan citationid=\"CR33\" class=\"CitationRef\"\u003e1990\u003c/span\u003e; Priem \u0026amp; Rosenstein, \u003cspan citationid=\"CR66\" class=\"CitationRef\"\u003e2000\u003c/span\u003e); however, there are voices advocating for the advantages of combining the two worlds. For example, Docherty and Smith (\u003cspan citationid=\"CR25\" class=\"CitationRef\"\u003e2007\u003c/span\u003e) claim that looking outside university walls creates opportunities for academics to test concepts, while Rigg et al. (\u003cspan citationid=\"CR70\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) explain that scholarly practice can aid managers in dealing with complexity and ambiguity through strengthened reflexivity. Returning to Sims\u0026rsquo; (\u003cspan citationid=\"CR78\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) stories, the second and third stories describe a situation in which an experienced employee is engaged in a managerial role to utilize his or her expert knowledge to establish or improve processes within a company. It is a mutually beneficial arrangement, assuming that the new manager enjoys the discipline they are to work in. In contrast, the fourth and fifth stories refer to a negative experience when an employer \u003cem\u003eentraps\u003c/em\u003e an employee by forcing the managerial role or when an employee is no longer performing as a specialist and needs to be moved to a more generalized position; however, organizational seniority dictates assuming a leadership job.\u003c/p\u003e \u003cp\u003eFurthermore, Sartirana et al. (\u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) provided a concise description of the microprocesses involved in MIW during hybridization. They explain that professionals who are to maintain the majority of their professional duties and take on managerial responsibilities need to first conclude the step of familiarizing, which fills the gap between what is known and what is new. Then, the new managers engage in rationalizing to understand the new hybrid identity and elaborate new meanings of the professional self. Finally, they execute legitimization through the development of cultural and social capital, which ensures credibility and authority.\u003c/p\u003e \u003cp\u003eMoreover, research on the MIW of first-time managers provides extensive data regarding their well-being in the workplace and emotions associated with facing new challenges. Bolander et al. (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), based on a longitudinal study of newly appointed managers, write about excitement and despair arising from learning to become a manager. The authors divide the initial managerial journey into four phases that characterize different achievements or failures in MIW. First, they struggled with MIW and were filled with confusion, doubt, and frustration. At this stage, there is conflict between idem and ipse (Ricoeur, \u003cspan citationid=\"CR69\" class=\"CitationRef\"\u003e1992\u003c/span\u003e), that is, one\u0026rsquo;s continuous identity versus actions and perceptions at a particular moment. During the phase of growing into managerial identity, there is pleasure and satisfaction as well as a feeling of usefulness of formerly completed training, if there was any. Finally, a time of realization occurs when people adopt a managerial identity. It brings relief and excitement associated with acquired confidence and readiness for further steps. However, Bolander et al. (\u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) also mention the possibility of experiencing the phase of defeat, which is the abandonment of MIW. It can result from a traumatic experience or simply from realizing that the managerial role is not meant for everyone.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec9\" class=\"Section2\"\u003e \u003ch2\u003e4.2 Identity work of experienced managers\u003c/h2\u003e \u003cp\u003eOn the other hand, there are experienced managers who, although they possess the essential knowledge and skills to perform managerial jobs, continually engage in MIW. As Rostron (2021) noted, contemplating identity within management studies has led to the attention of former research mostly being focused on how to be a manager, leaving for exploration of the aspect of being a good manager. It is important to recognize that management has a complex and relational nature in which individuals shape their identities not only in a professional environment but also through personal experiences. Bresnen et al.\u0026rsquo;s (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) study suggested that the management profession has yet to establish the set of norms assigned, while Rostron (2021) agrees that the role of a manager is compound. His study focuses on determining how managers engage in MIW to satisfy the desire to be good managers. They supplement experiences, desires, personal history, and expectations of the social context with narrative identity, which encourages them to act well in the managerial role.\u003c/p\u003e \u003cp\u003eGoing further, Warhurst and Black (2016) look into the concept of wisdom, which serves as a source of MIW for experienced managers. The authors challenge evidence-based management through its dominant and hegemonic nature by supporting former research proving that alternative ways of knowing are used for management decision-making (Laine et al., \u003cspan citationid=\"CR47\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Knights and Clarke (\u003cspan citationid=\"CR40\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) explain that identity is shaped through persistent achievement, while Reedy et al. (\u003cspan citationid=\"CR68\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) remind managers that identity is defined by discursive resources. It is also important to acknowledge that managers need to exhibit normalized traits such as analytical skills and efficiency (Watson, 2009), which might lead to anxiety and insecurity (Hay, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) if expectations become too high. Nevertheless, the MIW of experienced individuals allows them to mitigate the negative effects of workplace pressures and turn them into opportunities. In addition, reflexivity helps individuals accept limitations and leverage strengths that allow further growth and consolidation of their managerial position (Warhurst and Black, 2016).\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec10\" class=\"Section2\"\u003e \u003ch2\u003e4.3 Management development programs\u003c/h2\u003e \u003cp\u003eAlthough an experienced manager is a relative term, it certainly requires an underpinning in the form of professional experience, preferably strengthened by an MDP. Extensive research has been dedicated to that topic to understand the relevance of such programs and their potential improvement areas.\u003c/p\u003e \u003cp\u003eFor example, Jivan (\u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) takes a closer look into MIW within firms to enrich theory and aid practitioners in diagnosing the evolving capabilities for the innovation of leadership development. The author responds to the failure of developmental interventions in the context of management, which has been reported in the literature (Gurdjian et al., \u003cspan citationid=\"CR34\" class=\"CitationRef\"\u003e2014\u003c/span\u003e), by studying dynamics, compromises, and contingencies in organizations.\u003c/p\u003e \u003cp\u003eThe solution bringing value to MDPs might be to refocus them from providing techniques and skills to influencing the process of MIW and regulation (Andersson, \u003cspan citationid=\"CR4\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). This approach triggers participants to reflect on identities in a regulated environment, which results in lower insecurity, greater self-awareness, and possible professional and personal transformation, which in turn can improve managerial identity. Another reference to the connection between insecurity and MIW was made by Gagnon (\u003cspan citationid=\"CR29\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), who draws on observations of corporate MDPs to determine how participants\u0026rsquo; conformity practices, resistance, and dramaturgy (Collinson, \u003cspan citationid=\"CR20\" class=\"CitationRef\"\u003e2003\u003c/span\u003e) can influence the effectiveness of such programs, thus bringing attention to the importance of their design.\u003c/p\u003e \u003cp\u003eFurthermore, Nicholson and Carroll (\u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e) extend the studies concerning MIW by going beyond the strengthening, repair, and evolution of identity. They propose the process of \u003cem\u003eidentifying undoing\u003c/em\u003e, which is a conceptual term for moments when individuals experience destabilization and deconstruction of MIW. Five manifestations, shaking, cutting apart, letting go, being playful, and floundering practiced during MDP, allow us to understand the relationship between identity and power (Nicholson \u0026amp; Carroll, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). Similarly, Carroll and Levy (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) study MIW by examining different aspects of identity through the analysis of anti-identity and default identity revealed during MDPs. Their research touches on the subject of interrelation between various types of identities and how one can impact another in the context of differences between leadership and management, which are treated separately by Carroll and Levy (\u003cspan citationid=\"CR16\" class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eAnother heavily studied aspect of MDPs is learning from Master of Business Administration (MBA). Research conducted by Sturdy et al. (\u003cspan citationid=\"CR82\" class=\"CitationRef\"\u003e2006\u003c/span\u003e) showed that an MBA exposes students to novel ideas and perspectives; therefore, it is deemed relevant to business education. It equips prospective senior managers with social conditions in the form of self-confidence as well as strategies through appropriate language fluency. Moreover, it provides social privilege, thus holding an opinion of a prestigious title.\u003c/p\u003e \u003cp\u003eCorrespondingly, Warhurst (\u003cspan citationid=\"CR88\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) describes MBA as a valuable contribution to shaping MIW. His empirical research, in combination with that of Hay and Hodgkinson (\u003cspan citationid=\"CR37\" class=\"CitationRef\"\u003e2008\u003c/span\u003e), reveals that MBA learning through its complexity helps management practitioners better than some critics contend. More particularly, it supports MIW by explaining what management is about, prompting reflexivity, and providing access to more experienced professionals. In addition, it boosts confidence as it teaches managerial language. Finally, it provides credibility and allows for more influence within the managerial environment. Furthermore, Warhurst (\u003cspan citationid=\"CR89\" class=\"CitationRef\"\u003e2012\u003c/span\u003e) found that an MBA\u0026rsquo;s formal curriculum enables managers to expand their understanding of their managerial identity and increase their professional status.\u003c/p\u003e \u003cp\u003eHowever, Knudsen et al. (\u003cspan citationid=\"CR41\" class=\"CitationRef\"\u003e2022\u003c/span\u003e) noted that the theory taught at MDPs might not always translate to practice. Their study revealed that participation in an MDP does not guarantee managerial authority, especially when the program is designed internally by an organization with a unitary view (Larsson et al., \u003cspan citationid=\"CR48\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Given such training, managers struggle to operate under polyphonic conditions (Kornberger et al., \u003cspan citationid=\"CR43\" class=\"CitationRef\"\u003e2006\u003c/span\u003e), where perspectives, goals, and interests are not aligned.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec11\" class=\"Section2\"\u003e \u003ch2\u003e4.4 Blurred identity\u003c/h2\u003e \u003cp\u003eThe category of managerial blurred identities, by which I describe identities with inconsistent and incoherent sets of characteristics, constitutes nearly 35% of the literature within this review. Extensive research on this topic suggests that holding the role of a manager entails assuming multiple, fluid, or constantly evolving identities.\u003c/p\u003e \u003cp\u003eOne of the most influential studies was conducted by Sveningsson and Alvesson (\u003cspan citationid=\"CR3\" class=\"CitationRef\"\u003e2003\u003c/span\u003e), who examined MIW to determine whether it brings struggle and internal conflict. Since managerial jobs undergo fragmentation (Mintzberg, \u003cspan citationid=\"CR58\" class=\"CitationRef\"\u003e1973\u003c/span\u003e), they often require flexibility, which can be supported by a self-identity narrative. Some managers are forced to work in multiple contexts of contradictory pressure, which calls for intensified MIW that would satisfy various conditions and stakeholders. Furthermore, oscillating between multiple identities is caused by having to adjust to ever-changing situations (McDermott et al., \u003cspan citationid=\"CR56\" class=\"CitationRef\"\u003e2013\u003c/span\u003e). With the aim of meeting competing demands while maintaining authority and respect, MIW takes on differentiated approaches (Paton \u0026amp; Hodgson, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Additionally, some managers need to navigate the double dilemma when opting for localism or cosmopolitanism (Hodgson \u0026amp; Paton, \u003cspan citationid=\"CR38\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), which can directly influence MIW. Carollo and Guerci (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) suggested that MIW could be supported by accepting workplace tensions instead of trying to resolve or ignore them, while Beech (\u003cspan citationid=\"CR7\" class=\"CitationRef\"\u003e2008\u003c/span\u003e) identified four forces impacting MIW. First, cognitive forces serve as values and reasons. Second, narrative forces, which are shapes and styles, make sense of events. Third, there are power dynamics enabling people to assertively take a stand, and last, there is emotional attachment, especially if it is directed at a professional group (Croft et al., \u003cspan citationid=\"CR24\" class=\"CitationRef\"\u003e2015\u003c/span\u003e). All these can either catalyze or prevent change in identity, thus influencing MIW.\u003c/p\u003e \u003cp\u003eAnother apparent issue causing a blur in managerial identity is the conflict between personal and organisational values. For example, participants of Clarke et al.\u0026rsquo;s study reported distress associated with the decision to downsize the company, which was justified by economic factors yet caused moral culpability. Another example is presented by Fung (\u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), who examines the case of medical managers whose identity is being blurred by the necessity of prioritizing the primary and secondary roles of a manager and a doctor. Their struggle resides in choosing between compassion toward patients and healthcare workers versus political pressures and budgeting. Additionally, Alvesson and Svenningson (2003) report that the formulation of different moral positions drawn from leadership discourse enables MIW. In addition, some small business owners chase to act in line with ethical and social aspects of company life while reconciling economic value (L\u0026auml;hdesm\u0026auml;ki, \u003cspan citationid=\"CR46\" class=\"CitationRef\"\u003e2012\u003c/span\u003e). Interestingly, the altruistic values of managers can be perceived as negative in view of the public (Merali, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2009\u003c/span\u003e). On the other hand, there are managers who are not concerned with coherence in the context of MIW and sustainability, which contradicts mainstream opinion. Such managers seem to combine potentially divergent identities as they remove the agency and shift responsibility, hence displacing any problems away (Allen et al., \u003cspan citationid=\"CR1\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eA fair few managers suffer from disparities between organizational standards and their own beliefs to the extent of questioning the sense of their role. In her autobiographical text, Mischenko (\u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) shares the anxiety caused by the managerial position she holds and compares the corporate environment to that of the Matrix film, where people are connected to a false consciousness. She explains how her MIW is shaped through personal experiences and how she tries to work toward the goals of the company while serving her subordinates well. Similarly, Hay (\u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) presents the emotional battle of managers based on the mismatch between professional and self-identities. While engaging in MIW, they face the expectation of what management entails, which can cause dissonance in understanding identities, causing frustration, guilt, and worry.\u003c/p\u003e \u003cp\u003eBlurred identity is also noticeable among managers who draw on various sources of legitimation and verification. This scenario is presented by Down and Reveley (\u003cspan citationid=\"CR26\" class=\"CitationRef\"\u003e2009\u003c/span\u003e), whose research shows the process of shifting from initial doubts to ultimate managerial confidence built through dramatic surgical performance (Goffman, \u003cspan citationid=\"CR31\" class=\"CitationRef\"\u003e1990\u003c/span\u003e) and self-narration. Additionally, it is important to mention how international assignments blur managerial identity due to the necessity of operating in an often completely different environment (Kohonen, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Or, how the blur occurs due to the phenomenon of collective identification (L\u0026ouml;wstedt \u0026amp; R\u0026auml;is\u0026auml;nen, \u003cspan citationid=\"CR50\" class=\"CitationRef\"\u003e2014\u003c/span\u003e).\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec12\" class=\"Section2\"\u003e \u003ch2\u003e4.5 Identity work as a medium\u003c/h2\u003e \u003cp\u003eThis paragraph provides examples of what MIW can utilize. In addition to shaping the persona of a manager, MIW can also serve personal purposes, be directed at making pure devotion to subordinates, facilitate learning, or help in creating a fantasy (Sveningsson \u0026amp; Larsson, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2006\u003c/span\u003e) within a workplace.\u003c/p\u003e \u003cp\u003eLet me first recall the study of Warhurst (\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), which reveals that six types of MIW serve as media for learning receptivity. The first type of MIW is based on forming or furthering the desired managerial identity, fuelled by ambition and motivation. Although a managerial role can cause stress, it can be enacted with passion and offers the benefits of social status, financial security, and the feeling of pride. These factors, in turn, drive the desire to expand the knowledge and skills necessary for furthering careers. Second, Warhurst (\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) writes about achieving a coherent managerial identity, which is expressed by confidence resulting from successful competition and a deep understanding of front-line tasks. Third, distinctive managerial identity can be assisted through differentiating behaviors such as primarily caring for staff and customers, sometimes at the expense of profit and efficiency. Not all managers are eager to bend internal bureaucracy or work along their subordinates for the sake of team success; however, such an attitude can offer a number of learning opportunities. Going further, Warhurst (\u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) found that learning is necessary to maintain and strengthen desired managerial identity, which allows for strategic and innovative positioning. Finally, there are instances where MIW is used for repair purposes when managers strive to overcome limitations caused by inadequacies or vulnerabilities (Warhurst, \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThere is also a case in which MIW is utilized for protection. Gjerde and Alvesson (\u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) created the term \u003cem\u003e\u0026ldquo;umbrella carriers\u0026rdquo;\u003c/em\u003e to describe managers whose ultimate goal is to protect subordinates from organizational burdens by filtering damaging information and acting as a buffer against pressure from top management. This approach runs counter to the performance driving perspective; however, one does not preclude the other.\u003c/p\u003e \u003cp\u003eMIW can also serve as a medium for becoming a hybrid manager. Bresnen et al. (\u003cspan citationid=\"CR10\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) identify three narratives that support MIW in that context. The aspirational role comes from the desire to hold a managerial role, while the agnostic role is characterized by doubt. The ambivalent narrative involves mixed feelings. However, even when a manager arises from an aspirational narrative, he or she might be bound to his or her former specialist position by perceptions of the external actors. The reason could be that the manager creates a \u003cem\u003efantasy\u003c/em\u003e in which they believe in their strong leadership skills, which are not exhibited in reality (Sveningsson and Larsson, \u003cspan citationid=\"CR84\" class=\"CitationRef\"\u003e2006\u003c/span\u003e). Although MIW is supposed to be the medium for establishing a managerial self, it fails due to a lack of realization.\u003c/p\u003e \u003cp\u003eFor those who are unsure of their managerial self, Mantere and Whittington (2921) propose suggestions for MIW, which can lead to the repair, development, or fulfillment of identity. Repairment can be performed through a submissive narrative to assess self-worth as a manager. Moreover, with the use of an instrumental narrative, career goals can be met, which potentially warrants development. Finally, achieving fulfillment can be met through an aspirational narrative with the aim of meaningfully enriching oneself.\u003c/p\u003e \u003cp\u003eFinally, MIW can serve personal reasons, as suggested in the research of Tietze and Musson (\u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e2010\u003c/span\u003e). The authors describe MIW as a medium for establishing a stable sense of self in the context of changes to the working environment, which is hampered in the home-office setting. Interestingly, a male manager fails to accept the situation where he does not physically leave the home to earn the bread, because his idea of the paternal figure assumes returning from work. Simultaneously, he believes that as a manager he should be close to his team, visible and present. He is a strong advocate of separating these two spaces and is able to engage in MIW only when that condition is met.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec13\" class=\"Section2\"\u003e \u003ch2\u003e4.6 External perceptions of identity\u003c/h2\u003e \u003cp\u003eMIW eventually leads to salient (Stets \u0026amp; Burke, \u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e2000\u003c/span\u003e) managerial identity, which becomes strongly visible to the audience and is subject to external perceptions. Lees-Marshment and Jones (2018) developed a model of flexible identities, and although it refers to political leaders, I believe it can be transferred to the general managerial population. The first flexible identity, referred to as \u003cem\u003ethe traveler\u003c/em\u003e, is characterized by constant movement between metaphorical locations such as different social groups. While representing an organization and its regulations, MIW might create a spurious picture. In contrast, when people are close to their peers and subordinates, managers start using embodied language, which is perceived as authentic. Second, the identity of \u003cem\u003ethe master\u003c/em\u003e, where the manager is regarded as a strong, authoritative figure, makes difficult decisions when contradictory demands exist. The MIW of \u003cem\u003ethe master\u003c/em\u003e assures that the manager will offer protection from the precariousness of unsafe circumstances. Furthermore, the identity of \u003cem\u003ethe consultor\u003c/em\u003e is perceived as the one that is necessary to effectively lead any kind of unit or initiative. A controlling attitude is deemed ineffective; thus, managers need to cooperate, or in other words, consult, to retain legitimacy. Finally, the identity of \u003cem\u003ethe adjudicator\u003c/em\u003e places a manager as a fair and neutral person who enacts legal requirements. MIW in such cases involves making boundaries, using distancing verbs, behaving in a formal manner and paying attention to the process.\u003c/p\u003e \u003cp\u003eAlthough external perceptions of managerial identity have limitations due to factors such as individuals\u0026rsquo; perceptions (Wimschneider \u0026amp; Brem, \u003cspan citationid=\"CR92\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) or cultural influence (Saavedra Llamas \u0026amp; Grijalba de la Calle, 2020), Szostak and Sułkowski (\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) were able to establish a list of characteristics typical for managerial identity. It is worth noting that their study is the only quantitative research included in this review. The results of their questionnaire revealed that MIW is perceived as guaranteeing \u0026ldquo;efficiency, responsibility, ability to resolve conflicts, ability to set goals, tendency to plan, patience and persistence in achieving goals, ability to analyze\u0026rdquo; as well as to aid in \u0026ldquo;leadership, self-confidence, and interpersonal skills\u0026rdquo; (Szostak and Sułkowski, \u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e). Moreover, external perceptions about MIW can be studied through small stories, as in the research of Clifton (\u003cspan citationid=\"CR18\" class=\"CitationRef\"\u003e2014\u003c/span\u003e), who examined everyday workplace interactions with a discursive approach to leadership. He claims that people perceived as leaders are the ones who are the most influential if we consider leadership to be managing meaning. This statement is based on Bourdieu\u0026rsquo;s (\u003cspan citationid=\"CR9\" class=\"CitationRef\"\u003e1991\u003c/span\u003e, p. 220) idea of leaders\u0026rsquo; contribution to shaping reality. Therefore, the manager perceives that such a person goes to speak and takes on institutional identity to act as the company, which suggests that MIW is about vocalizing statements and sharing opinions.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec14\" class=\"Section2\"\u003e \u003ch2\u003e4.7 Creation of a preferred identity\u003c/h2\u003e \u003cp\u003eThe majority of research on MIW is conducted through interviews, which is confirmed by the methods applied in the articles selected for this review, of which at least 89% interviewed the participants. I see similarity between identity and interviews in the form of facade. According to interpretivist criticism, we need to assume that interviews only allow us to discover what actors want to reveal (Rostron, \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2014\u003c/span\u003e) and that the same applies to identify, which conceals what is truly only known to the internal self.\u003c/p\u003e \u003cp\u003eSome managers engage in their identity work to make impressions that they associate as desirable in the environment in which they are working. For example, managers who work in the construction industry to promote innovation want to be seen as \u003cem\u003eagents of change\u003c/em\u003e (Sergeeva \u0026amp; Green, \u003cspan citationid=\"CR76\" class=\"CitationRef\"\u003e2019\u003c/span\u003e). The MIW of these managers is concentrated on determining which activities are considered innovative and proceeding accordingly. Perhaps some managers seek to be perceived as effective and simultaneously ethical, which constitutes a competent manager at Disneyland, as discovered by Bardon et al. (\u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). In such a scenario, MIW entails applying practical wisdom, referred to as phronesis, to make decisions that satisfy both requirements (Bardon et al., \u003cspan citationid=\"CR6\" class=\"CitationRef\"\u003e2017\u003c/span\u003e). There are also managers who want to be valuable and valued; however, their extensive efforts can lead to damaging identity and need to be controlled in time to avoid sacrificing personal life (Cowen \u0026amp; Hodgson, \u003cspan citationid=\"CR22\" class=\"CitationRef\"\u003e2015\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eTherefore, to protect oneself from occupational stress and damage, MIW can serve as a defensive mechanism. Brown et al. (\u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) provide the results of their study of high-achieving deans, that is, managers within a scholarly environment, who employ MIW with the aim of presenting their personal sacrifices throughout their career. The reasoning behind this approach is to reduce the potential criticism that they might receive. Such managers forge power relations and construct preferred identities of management figures to survive the austere conditions of management. Moreover, the defensive aspect of MIW can be used to hide vulnerability, especially because the managerial role is associated with the opposite characteristic. Nevertheless, a manager has assigned normative masculine notions of strength, control, and knowledgeability; therefore, vulnerability is considered to be a weakness concealed through MIW. However, Corlett et al. (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) propose a mature view of vulnerability, which can serve as an opportunity for learning. The authors propose processes through which vulnerability can be harnessed to determine areas of improvement and proactively develop them with the help of trusted individuals.\u003c/p\u003e \u003cp\u003eFurthermore, MIW can be utilized to enable or constrain power implications, as explained by Koveshnikov and Ehrnrooth (2016). They study MIW in relation to cultural stereotypes and derive three forms of MIW, which they call stereotypical, reactive, and self-reflexive talk. In particular, stereotypical talk, which occurs through a nonreflexive approach, can lead to superiority-inferiority. Usually, self-esteem enhancement is applied by managers who want to enhance their self-esteem but can have negative effects on workplace relations.\u003c/p\u003e \u003c/div\u003e \u003cdiv id=\"Sec15\" class=\"Section2\"\u003e \u003ch2\u003e4.8 Identity of minorities\u003c/h2\u003e \u003cp\u003eThe increased representation of minority groups among supervisory authorities was preached by Maume Jr. (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e1999\u003c/span\u003ea), who wrote about white women as well as black men and women being disproportionately excluded from the managerial cohort. Similarly, Maume Jr. (\u003cspan citationid=\"CR53\" class=\"CitationRef\"\u003e1999\u003c/span\u003eb) explained how female managers were set for failure due to shunning and ostracism by informal work groups. For more than 20 years, researchers have studied inequality and struggles among underrepresented people within the managerial context. According to Carrim and Nkomo (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), \u0026ldquo;the construction of managerial identity has largely been positioned as a homogeneous phenomenon premised upon masculine constructions without full recognition of how it is complicated by the intersection of racio-ethnicity, gender, and other categories of social difference\u0026rdquo;.\u003c/p\u003e \u003cp\u003ePini\u0026rsquo;s (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) discourse on managerial identity brings attention to hegemonic masculinity and the claim that a \u003cem\u003ereal manager\u003c/em\u003e means being a \u003cem\u003ereal man\u003c/em\u003e, both of which are terms characterized by emotional neutrality, individuality, control, rationality, assertiveness, and objectivity. The author studies the challenges of women who engage in MIW to build their position on a managerial board in a male-dominant industry. Although they are all well educated and skilled at performing their roles, they need to face gender stereotypes that place them in a domestic setting. The MIW of female managers requires balancing masculine and feminine behaviors, which is an exhausting process through which women feel like a \u003cem\u003ethird sex\u003c/em\u003e. Pini (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) summarizes women\u0026rsquo;s MIW as the struggle to exhibit strong characteristics that build authority in combination with soft skills such as orientation toward relationships and (controlled) emotions. In other words, the MIW of women assumes treating gender in Butler\u0026rsquo;s (1900, p. 25) terms, that is, as performative, serving as the means toward a specific goal. In addition, Lewis (2015) discusses \u003cem\u003eperforming gender\u003c/em\u003e, which is referred to by Martin et al. (\u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2020\u003c/span\u003e) in their understanding of women\u0026rsquo;s MIW where multiple roles can be considered juggling. Again, women combine masculine, rational discourse with feminine traits of empathy, protection, and support. However, they distinguish the environments in which they can exhibit these contradictory characteristics. Nevertheless, successful MIW, which merges the two personalities, allows women to lead and challenge others.\u003c/p\u003e \u003cp\u003eFurthermore, an interesting feature of MIW has been noted by Mavin and Grandy (\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2016\u003c/span\u003e), who develop a theory of \u003cem\u003eAbject Appearance\u003c/em\u003e. They discuss an element of physicality in an organizational setting with a focus on female perceptions. Within that context, Mavin and Grandy (\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) identify three themes: fascination with appearance, refocusing from one\u0026rsquo;s appearance, and achieving a professional balance. It explains how women tend to judge based on the looks of the body and that often appealing physics is associated with female managerial success. Mavin and Grandy (\u003cspan citationid=\"CR55\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) mention that there are instances in which women are evaluated based on their appearance. This seems to be an important issue, as other researchers have also disputed physicality within the workplace; thus, Pini (\u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e) reveals the experiences of female managers who advise being devoid of sexuality to maintain respect and authority.\u003c/p\u003e \u003cp\u003eFinally, with regard to women and their MIW, there are extreme cases, such as stepping into the unknown environment from a culture that assumes female submission and follow-up (Carrim \u0026amp; Nkomo, \u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). In a setting where women are taught to exhibit obedience, modesty, respect, and subservient behavior, it is an enormous challenge to assume a managerial role requiring authority and confidence. Carrim and Nkomo (\u003cspan citationid=\"CR15\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) explain that the MIW of women with such backgrounds is often based on mimicking the identity of male colleagues with whom they are working. However, such a strategy does not guarantee the avoidance of challenges related to authority and competence, barriers to promotion, or exclusion from informal networks.\u003c/p\u003e \u003cp\u003eThere are additional examples of minorities in management, especially in societies with multiple racial and cultural stereotypes. Evans and Sinclair (\u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2016\u003c/span\u003e) study MIW within the aboriginal environment, where identity practices include demonstrations of diverse cultural identities, resistance to essentialist personas, and campaigns for reimaging and recreating belonging. In such environments, MIW takes place in addition to shaping personal identities as well as attempting to conform with or fight against imposed expectations (Evans \u0026amp; Sinclair, \u003cspan citationid=\"CR27\" class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe final marginalized group of managers discussed in this review is lesbian and gay men. Their sexual orientation might be perceived as a hindrance to managerial identity and career development, which Burnett (\u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) explained through negative stereotyping. However, according to Rumens (\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2011\u003c/span\u003e), entering friendly relationships with heterosexual peers within the workplace can support MIW. Although such statements could currently be controversial, Rumens (\u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2011\u003c/span\u003e) did conclude that lesbians and gay men have to follow heteronormative queues within organizations if they plan to pursue careers in management. Further research revealed that the antigay sentiment in a workplace still remains, as Co Man et al.\u0026rsquo;s (\u003cspan citationid=\"CR19\" class=\"CitationRef\"\u003e2017\u003c/span\u003e) survey results revealed the likelihood of disapproving of an openly gay manager. However, lesbians\u0026rsquo; MIW might actually result in positive outcomes if performed in a well-designed manner, which is associated with perceiving lesbians as masculine and thus with high leadership effectiveness (Shamloo, 2022).\u003c/p\u003e \u003c/div\u003e"},{"header":"5 Integration and a conceptual model","content":"\u003cp\u003eThis literature review identified eight first-order themes discussed in the context of MIW, including the identity of first-time managers, the identity of experienced managers, MDPs, external perceptions of identity, blurred identity, creation of preferred identity, identity work as a medium, and the identity of minorities. Careful analysis of the findings from the empirical research published between 2003 and 2023 allowed us to summarize the theme characteristics, which revealed four second-order themes through the process of systematization, as presented in \u003cstrong\u003eFig.\u0026nbsp;5\u003c/strong\u003e. and referred to below. Although all four factors have major influences on MIW, knowledge seems to be the most prominent second-order theme. Not only does it pertain to the experience level of managers, but it also has indirect influence on awareness and motive, as without knowledge about the desired managerial identity, there would be no notion of blurred and preferred identity, and the motives could not be determined. Furthermore, it is imperative to bear in mind the theme of privilege, which ironically can be characterized by a lack of privilege, as it represents marginalized groups within the managerial environment and their struggles influencing MIW.\u003c/p\u003e\n\u003cdiv id=\"Sec17\" class=\"Section2\"\u003e\n\u003ch2\u003e5.1 Knowledge\u003c/h2\u003e\n\u003cp\u003eThree of the MIW themes pertain to managerial knowledge, which is being gained by first-time managers, expanded by experienced managers, and provided by MDPs. These areas are interrelated, as managers go through each of them on their professional paths. No manager can exist without undergoing an MDP, which can take, for example, a theoretical approach provided by a recognized teaching institution or take the form of an informal job training. Furthermore, each of the experienced managers was a first-time manager. The boundaries between these phases are fluid and undefined, as every individual acquires knowledge at different paces and has various accesses to information and progression opportunities.\u003c/p\u003e\n\u003cp\u003eWhile first-time managers hold technical expertise, to shift to the experienced category of managers, they need to go through the phases of familiarizing, rationalizing, and legitimizing (Sartirana et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e). The process can be full of excitement or despair, which most likely entail confusion and frustration but can end in pleasure and satisfaction (Bolander et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e). However, through continuous reflexivity (Warhurst and Black, 2016), this process eventually induces individuals to obtain necessary knowledge and skills, leading to persistent achievement (Knights and Clarke, \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e). Additionally, the process can be accelerated by accepting limitations and leveraging strengths (Warhurst and Black, 2016). In addition, an important aspect of shaping MIW is participation in MDPs, which allows for identity transformation and regulation (Andersson, \u003cspan class=\"CitationRef\"\u003e2012\u003c/span\u003e). On top of providing managerial skills and techniques, such programs expose novel ideas and perspectives (Sturdy et al., \u003cspan class=\"CitationRef\"\u003e2006\u003c/span\u003e). They also invite people to shake up, cut apart, let go, be playful, and flounder (Nicholson \u0026amp; Carroll, \u003cspan class=\"CitationRef\"\u003e2013\u003c/span\u003e) as well as encourage them to contemplate default and anti-identity, ultimately revolutionizing MIW (Carroll and Levy, \u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e). Finally, MDPs are equipped with credibility as well as increased professional status (Warhurst, \u003cspan class=\"CitationRef\"\u003e2012\u003c/span\u003e) and influence (Hodgkinson\u0026rsquo;s, 2008).\u003c/p\u003e\n\u003cp\u003eThe concept of knowledge influencing MIW is validated by the notion that the degree of managerial knowledge impacts the way managers behave and seek information. A longer span of managerial knowledge leads to salient (Stets \u0026amp; Burke, \u003cspan class=\"CitationRef\"\u003e2000\u003c/span\u003e) managerial identity; thus, its impact will be differentiated according to managerial experience, although it will always have the same power.\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec18\" class=\"Section2\"\u003e\n\u003ch2\u003e5.2 Awareness\u003c/h2\u003e\n\u003cp\u003eI think of MIW as an action that has to be analyzed from various angles. The intention of identity holders is to construct an external layer of their intangible state, but there is also a spectator who deciphers these intentions to form a personalized understanding of the observed behaviors. The latter aspect, in generalized form, depicts a manager as an efficient, responsible, and persistent individual who is able to set goals, resolve conflicts, and lead with confidence (Szostak and Sułkowski, \u003cspan class=\"CitationRef\"\u003e2021\u003c/span\u003e). Therefore, external awareness and internal awareness both exist and take a broad scale of intensity. MIW characterized by low awareness is typical for individuals with blurred identity who struggle with contradictory pressures (McDermott et al., \u003cspan class=\"CitationRef\"\u003e2013\u003c/span\u003e). Multiple forms and battles of internal conflict are caused by mismatches between personal and organisational values (Mischenko, \u003cspan class=\"CitationRef\"\u003e2005\u003c/span\u003e; Hay, \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e; Fung, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e). Moreover, unstable MIW can lead to emotional distress (Hay, \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e) or cause confusion when employed in unknown settings (Kohonen, \u003cspan class=\"CitationRef\"\u003e2008\u003c/span\u003e).\u003c/p\u003e\n\u003cp\u003eOn the other hand, MIW evolves with time when managers become more aware of their roles and aid in the creation of preferred managerial identities, serving as a facade for the internal self. MIW creates desirable impressions (Sergeeva \u0026amp; Green, \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e) of valuable individuals (Cowen \u0026amp; Hodgson, \u003cspan class=\"CitationRef\"\u003e2015\u003c/span\u003e) who seem ethical, competent, and effective (Bardon et al., \u003cspan class=\"CitationRef\"\u003e2017\u003c/span\u003e). Furthermore, well-aware managers might engage in defense mechanisms to hide vulnerabilities (Corlett et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e) and reduce potential criticism of their leadership (Brown et al., \u003cspan class=\"CitationRef\"\u003e2021\u003c/span\u003e). In addition, awareness helps in harnessing MIW to enable or constrain power implications (Koveshnikov \u0026amp; Ehrnrooth, 2016).\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec19\" class=\"Section2\"\u003e\n\u003ch2\u003e5.3 Motive\u003c/h2\u003e\n\u003cp\u003eThe literature provides evidence for motives hidden behind MIW, which can take an empathetic form when individuals are focused on external benefactors or selfish form when triggered by egocentric desires. In addition to concealing internal thoughts (Rostron, \u003cspan class=\"CitationRef\"\u003e2014\u003c/span\u003e) and unappealing traits (Corlett et al., \u003cspan class=\"CitationRef\"\u003e2019\u003c/span\u003e), MIW can serve as a medium for increasing social status. In addition, the MIW can be used for repair purposes to eliminate potential inadequacies (Warhurst, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). Moreover, MIW can be exerted for personal reasons (Tietze and Musson, \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e) or simply contribute to the fulfillment of identity. In contrast, MIW can take an altruistic form when managers become umbrella carriers (Gjerde \u0026amp; Alvesson, \u003cspan class=\"CitationRef\"\u003e2020\u003c/span\u003e) to protect subordinates from organizational pressures and dedicate efforts to caring for staff and customers (Warhurst, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e).\u003c/p\u003e\n\u003c/div\u003e\n\u003cdiv id=\"Sec20\" class=\"Section2\"\u003e\n\u003ch2\u003e5.4 Privilege\u003c/h2\u003e\n\u003cp\u003eNot everyone is able to take advantage of privileges distributed across the globe, and the same applies to the managerial environment. Minority groups within managerial cohorts have been continuously excluded from fair proceedings (Maume Jr., \u003cspan class=\"CitationRef\"\u003e1999\u003c/span\u003ea) and remain the subjects of social differences studied today (Carrim \u0026amp; Nkomo, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). One of the most discernible minority groups in the context of managing is women, who need to face gender stereotypes, particularly hegemonic masculinity ascribed to managerial identity (Pini, \u003cspan class=\"CitationRef\"\u003e2005\u003c/span\u003e). Through their MIW, women engage in \u003cem\u003eperforming gender\u003c/em\u003e (Lewis, 2015) to balance masculine and feminine behaviors (Pini, \u003cspan class=\"CitationRef\"\u003e2005\u003c/span\u003e) required to survive in the workplace. In addition, the opposite gender is not the only enemy of women, as they can pose challenges to each other by preoccupation with physical appearance (Mavin \u0026amp; Grandy, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). While applying MIW to fight imposed expectations (Evans \u0026amp; Sinclair, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e), female managers simultaneously face barriers to promotion, exclusion from informal networks, and challenges related to authority (Carrim \u0026amp; Nkomo, \u003cspan class=\"CitationRef\"\u003e2016\u003c/span\u003e). However, similar issues are imposed on lesbian and gay men whose sexual orientation can be perceived as hindering managerial identity (Burnett, \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e). The members of that minority group also lack the privilege of effortless access to managerial positions, and their MIW might comprise befriending heterosexual people (Rumens, \u003cspan class=\"CitationRef\"\u003e2011\u003c/span\u003e) to reduce the effects of negative stereotyping (Burnett, \u003cspan class=\"CitationRef\"\u003e2010\u003c/span\u003e).\u003c/p\u003e\n\u003c/div\u003e"},{"header":"6 Conclusions","content":"\u003cp\u003eThe purpose of this study was to accumulate existing empirical research on MIW and identify the main themes occurring within MIW worth further exploration. Primary categorization into eight first-order themes explored in the \u003cspan refid=\"Sec7\" class=\"InternalRef\"\u003efindings\u003c/span\u003e section allowed for the creation of a conceptual model based on four second-order themes, such as knowledge, awareness, motive, and privilege, explicating how MIW is shaped and influenced.\u003c/p\u003e \u003cp\u003eThe knowledge theme, referring to the identity of first-time managers, the identity of experienced managers, and MDPs, explains how the level of possessed managerial information impacts MIW. Initial confusion (Bolander et al., \u003cspan citationid=\"CR8\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) among first-time managers who do not hold substantial managerial knowledge is a natural step toward becoming experienced managers. In both phases, MDPs are beneficial for providing or expanding managerial skillsets. The majority of related research has been based on interviews (e.g., Sartirana et al., \u003cspan citationid=\"CR75\" class=\"CitationRef\"\u003e2019\u003c/span\u003e; Nicholson \u0026amp; Carroll, \u003cspan citationid=\"CR62\" class=\"CitationRef\"\u003e2013\u003c/span\u003e); therefore, it might be valuable to introduce ethnographic studies to allow researchers to be exposed to wider observational perspectives (Jivan, \u003cspan citationid=\"CR39\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), especially because interviews frequently provide distorted pictures of reality (Rostron, \u003cspan citationid=\"CR71\" class=\"CitationRef\"\u003e2014\u003c/span\u003e).\u003c/p\u003e \u003cp\u003eThe theme of awareness, composed of external perceptions of identity, blurred identity, and creation of preferred identity, indicates the salience (Stets \u0026amp; Burke, \u003cspan citationid=\"CR81\" class=\"CitationRef\"\u003e2000\u003c/span\u003e) of managerial identity. The degree of cohesion between an individual and his or her managerial identity is visible through employed MIW, which is confident when aiming for preferred characteristics or full of struggle when facing contradictions. The latter example, typical for blurred identity, is an effect of battling an internal conflict arising from attempts to merge opposing values (Mischenko, \u003cspan citationid=\"CR59\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Hay, \u003cspan citationid=\"CR36\" class=\"CitationRef\"\u003e2014\u003c/span\u003e; Fung, \u003cspan citationid=\"CR28\" class=\"CitationRef\"\u003e2020\u003c/span\u003e), behaviors, or environments (Kohonen, \u003cspan citationid=\"CR42\" class=\"CitationRef\"\u003e2008\u003c/span\u003e). Furthermore, since vulnerabilities develop when awareness increases, despite strong attempts to conceal them through MIW, it might be useful to examine them under non-research conditions. Corlett et al. (\u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2019\u003c/span\u003e) suggest utilizing learning sets and coaching sessions to gather data on vulnerability, as managers might be more open and willing to share information about their weaknesses in such circumstances.\u003c/p\u003e \u003cp\u003eAdditionally, the creation of a preferred identity in combination with identity work as a medium forms the motive theme, which explains what exactly MIW is utilized for. In addition to serving as a boosting or defense mechanism (Corlett et al., \u003cspan citationid=\"CR21\" class=\"CitationRef\"\u003e2019\u003c/span\u003e), MIW can be harnessed for personal (Tietze and Musson, \u003cspan citationid=\"CR86\" class=\"CitationRef\"\u003e2010\u003c/span\u003e) or prosocial reasons (Warhurst, \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Although the literature provides notions of MIW attempting to reduce criticism related to leadership (Brown et al., \u003cspan citationid=\"CR11\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) or to fulfill the vision of identity, it has been reported that MIW is often used to support teams, customers, and subordinates (Warhurst, \u003cspan citationid=\"CR90\" class=\"CitationRef\"\u003e2016\u003c/span\u003e). Managers become \u003cem\u003eumbrella carriers\u003c/em\u003e protecting their employees from negative organizational effects (Gjerde \u0026amp; Alvesson, \u003cspan citationid=\"CR30\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). Despite extensive research on this topic, Mantere and Whittington (\u003cspan citationid=\"CR51\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) suggest focusing on investigating different MIW tactics in future research.\u003c/p\u003e \u003cp\u003eFinally, the theme of privilege emerged from the identity of minorities. This is an exceptionally vital part of this review\u0026rsquo;s findings, as it refers to the group of people who face hardships unknown to the majority of the managerial population. The MIW of unprivileged individuals is based on overcoming unjust challenges caused mainly by belonging to an out-group of what is perceived as standard in the managerial context. For example, managers with minimal privileges are lesbian and gay men (Burnett, \u003cspan citationid=\"CR12\" class=\"CitationRef\"\u003e2010\u003c/span\u003e; Rumens, \u003cspan citationid=\"CR73\" class=\"CitationRef\"\u003e2011\u003c/span\u003e), or mostly researched women (e.g., Pini, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e; Lewis, 2015; Martin et al., \u003cspan citationid=\"CR52\" class=\"CitationRef\"\u003e2020\u003c/span\u003e). The MIW of female managers is based on a constant struggle to satisfy masculine notions of management while exhibiting delicate characteristics of femininity (Pini, \u003cspan citationid=\"CR65\" class=\"CitationRef\"\u003e2005\u003c/span\u003e). Female participants reported feeling like \u003cem\u003ethird sex\u003c/em\u003e when fulfilling the expectations of a managerial role. Therefore, I encourage further investigation into the topic of women as managers, as they can make substantial social contributions and answer the fifth goal of the United Nations\u0026rsquo; 2030 Agenda for Sustainable Development, referring to gender equity (United Nations, n.d.).\u003c/p\u003e \u003cp\u003eThis study is not free of limitations; however, they can serve as avenues for prospective research. First, this review is based on empirical findings that are burdened with constraints of their own. First, Szostak and Sułkowski (\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e) admit that the views and opinions of their research participants might have been impacted by the COVID-19 pandemic occurring at the time of gathering primary data. Second, few authors report a relatively small sample that might not represent the views of all managers (e.g., Merali, \u003cspan citationid=\"CR57\" class=\"CitationRef\"\u003e2009\u003c/span\u003e; Szostak and Sułkowski (\u003cspan citationid=\"CR85\" class=\"CitationRef\"\u003e2021\u003c/span\u003e)). Furthermore, Carollo and Guerci (\u003cspan citationid=\"CR14\" class=\"CitationRef\"\u003e2018\u003c/span\u003e) acknowledge that identity is a phenomenon that evolves over time; therefore, the process of understanding MIW might be more efficient if it is approached through longitudinal studies instead of conducting singular interviews. Finally, although this literature review followed a systematic approach, there might be studies that were not included due to various categorization rules in the online databases. Nevertheless, I believe that scholars will find this article beneficial because it constitutes an easily accessible summary of MIW research performed to date. Additionally, practitioners might find inspiration for the improvement of their MIW or comfort in realizing that other managers also face challenges in the workplace. No one is born an experienced manager; therefore, it is important to remember that MIW is a continuously evolving concept that requires practice.\u003c/p\u003e"},{"header":"Declarations","content":"\u003cp\u003e\u003cstrong\u003eFunding\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe author declares that no funds, grants, or other support were received during the preparation of this manuscript.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eCompeting Interests\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe author has no relevant financial or non-financial interests to disclose.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eAuthor Contributions\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWiktoria Westen is the main author of this manuscript. Wiktoria Westen has individually worked towards the material preparation, data collection, and analysis. The first draft of the manuscript was written by Wiktoria Westen. However, as appreciation for inspiring and continuously providing courage, Professor Manuel da Gra\u0026ccedil;a has been listed as the corresponding author.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eData availability statements\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eWithin this study, the author did not generate any datasets, because the work proceeded within a theoretical approach and was based on published peer-review articles, which are all included in the reference list.\u003c/p\u003e\n\u003cp\u003eThe author confirms that all data generated or analyzed during this study are included in this published article.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eEthical Considerations\u003c/strong\u003e\u003c/p\u003e\n\u003cp\u003eThe author confirms that they followed the ethical guidelines of the journal and respect the ethical responsibilities of authors.\u003c/p\u003e"},{"header":"References","content":"\u003col\u003e\n\u003cli\u003eAllen, S., Marshall, J., \u0026amp; Easterby-Smith, M. 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The perception of creativity through multicultural experience - results from an empirical analysis. \u003cem\u003eInternational Journal of Innovation Management\u003c/em\u003e, \u003cem\u003e23\u003c/em\u003e(7). https://doi.org/10.1142/S1363919619500658\u003c/li\u003e\n\u003c/ol\u003e"}],"fulltextSource":"","fullText":"","funders":[],"hasAdminPriorityOnWorkflow":false,"hasManuscriptDocX":true,"hasOptedInToPreprint":true,"hasPassedJournalQc":"","hasAnyPriority":true,"hideJournal":false,"highlight":"","institution":"University of Porto","isAcceptedByJournal":true,"isAuthorSuppliedPdf":false,"isDeskRejected":"","isHiddenFromSearch":false,"isInQc":false,"isInWorkflow":false,"isPdf":false,"isPdfUpToDate":true,"isWithdrawnOrRetracted":false,"journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true},"keywords":"identity work, managerial identity, identity theory, management","lastPublishedDoi":"10.21203/rs.3.rs-4177617/v1","lastPublishedDoiUrl":"https://doi.org/10.21203/rs.3.rs-4177617/v1","license":{"name":"CC BY 4.0","url":"https://creativecommons.org/licenses/by/4.0/"},"manuscriptAbstract":"\u003cp\u003eThe concept of managerial identity work (MIW) has been studied for two decades and is aptly recognized as a vital part of organizational life. Since MIW applies to each manager regardless of their seniority, it attracts researchers eager to apply theoretical frameworks to business scenarios collected from the whole managerial cohort. This systematic review contributes to the literature on MIW by accumulating and analyzing 55 empirical articles on the subject. Based on a synthesis approach, the findings point to eight first-order themes influencing MIW, namely, the identity of first-time managers, the identity of experienced managers, management development programmes, blurred identity, identity work as a medium, external perceptions of identity, creation of preferred identity, and the identity of minorities. These are later integrated into second-order themes such as knowledge, awareness, motive, and privilege, which allows for the creation of a conceptual model explaining the relation between the themes. Therefore, this study not only summarizes the existing research on MIW but also suggests to scholars and practitioners which factors impact managerial identity shaping; thus, what requires attention when seeking managerial identity development. The review includes a summary of the countries and industries in which MIW has been studied and lists the journals that published the reviewed articles. Additionally, it outlines avenues for future research, one of them in association with the 2030 Agenda for Sustainable Development of the United Nations.\u003c/p\u003e\n\u003cp\u003e\u003cstrong\u003eJEL\u003c/strong\u003e Codes: D21, D23, M53\u003c/p\u003e","manuscriptTitle":"Managerial identity work: A systematic literature review with a conceptual model","msid":"","msnumber":"","nonDraftVersions":[{"code":1,"date":"2024-03-29 08:33:26","doi":"10.21203/rs.3.rs-4177617/v1","editorialEvents":[{"type":"communityComments","content":0}],"status":"published","journal":{"display":true,"email":"[email protected]","identity":"researchsquare","isNatureJournal":false,"hasQc":true,"allowDirectSubmit":true,"externalIdentity":"","sideBox":"","snPcode":"","submissionUrl":"/submission","title":"Research Square","twitterHandle":"researchsquare","acdcEnabled":true,"dfaEnabled":false,"editorialSystem":"","reportingPortfolio":"","inReviewEnabled":false,"inReviewRevisionsEnabled":true}}],"origin":"","ownerIdentity":"c1cc5b91-f63f-4195-8ab3-1e370074d103","owner":[],"postedDate":"March 29th, 2024","published":true,"recentEditorialEvents":[],"rejectedJournal":[],"revision":"","amendment":"","status":"published-in-journal","subjectAreas":[{"id":29971619,"name":"Management"}],"tags":[],"updatedAt":"2024-12-11T14:49:22+00:00","versionOfRecord":{"articleIdentity":"rs-4177617","link":"https://doi.org/10.1007/s11301-024-00481-6","journal":{"identity":"management-review-quarterly","isVorOnly":false,"title":"Management Review Quarterly"},"publishedOn":"2024-12-10 00:00:00","publishedOnDateReadable":"December 10th, 2024"},"versionCreatedAt":"2024-03-29 08:33:26","video":"","vorDoi":"10.1007/s11301-024-00481-6","vorDoiUrl":"https://doi.org/10.1007/s11301-024-00481-6","workflowStages":[]},"version":"v1","identity":"rs-4177617","journalConfig":"researchsquare"},"__N_SSP":true},"page":"/article/[identity]/[[...version]]","query":{"redirect":"/article/rs-4177617","identity":"rs-4177617","version":["v1"]},"buildId":"WrCJVZZCHTDjtuVLN7oU0","isFallback":false,"isExperimentalCompile":false,"dynamicIds":[84888],"gssp":true,"scriptLoader":[]}