Many managers experience a shift in emphasis in terms of team roles as a result of job demands.  In education this can lead to a very different outlook (for example students may be viewed in financial terms and staff as resources).  This certainly has an influence on professional identity, certainly for those drawn to the job through a teaching route.  In turn it can be in conflict with or cause a change to self identity.

Thank you Carol, that has got me thinking. I like the concept of a shift in outlook, maybe even a paradigm shift? And I like the idea of that conflict occurring. Thanks for the answer

I think you have chosen an excellent topic.  I work in an university and I ´ve seen the change of fellow teachers that were designated as Directors.  

I agree with Carol Thompson in the way that some of them start looking at staff as mere resources and also they feel a stronger commitment with the institution.  People who used to be open and sociable suddenly change because they are restrained by institutional goals.

I have also seen cases where people in non managerial positions act in a kind and respectful manner but once they are in a position of authority they change.  In my empirical analysis I think this is due psychological inmaturity.  They become  authoritarian showing an arbitrary character.  In some cases it is just the need of approval and to show everyone their value or merits. 

I think you need that advice of someone in the psychological field for your research.

Thank you Edgar, I appreciate the response. The interesting part is when you say 'they change', that is what I am getting to the heart of, do they change because of the job, because of other factors or do they actually stay the same even if they act slightly differently. Interesting stuff!!

Firstly, we should reconnect ourselves with the fact about the complexity of human nature. Carol Thompson has spoken well. New team roles are likely to engineer shift in people's identities. But i would like to add that many other factors are also responsible for shift in the behaviour of an individual assuming a new managerial position. Such manager may be carried away by ego (as observed in developing countries) or by a specific personal objective(s) (which may be influenced by social, economical, religious or cultural factors). These may make people strive to manage their first impression awesomely; and change subsequently after assuming managerial position.

 Anyway, this is a topic for the whole day.

Thank you Akeem and I agree with your observations. The separation of personal goals (and indeed ego) and professional or company goals, is a fascinating one and when they come into conflict, the stress on self-identity can be great. I think this is definitely a topic that merits a lot of thought.

Peter,

I have reviewed your question and the responses. Everyone has made some very good observations as it relate to your question in reference to their own experiences and provided antidotal examples. As I understand your question it is about a change in individual identity due to an organizational role.

The question is really a multiple facet question that cannot totally be answered as it stands today with regards to how it is asked. Let me explain.

There is no measure that I am aware that measures identity to scale. There are types of identity in the literature. They are social identity and identity theories that have a strong historical context. Leader identity development is a new concept for which studying managers in organizations would be appropriate. I am currently working on a comparison analysis study of the three; social identity and identity theories and leader identity development.

There are two leading scholars in leader identity development Hermina Ibarra and David Day, I would suggest you read some of their work. I have included a few references.  Their work will point you in the right direction.  Herminia work specifically discusses new leaders in organizations trying out provisional identities that are learned through organizational observations of experiences with colleagues and through organizational experiences before settling in on a true leadership identity. Her work is supported through observational studies but nothing to measure at scale has been developed. Leader identity has some overlap with social identity and identity theories but it distinctly different as it factors exclusively the role of leadership in contexture environments, organizational roles, organizational settings, etc.

If you want to measure change of managers from one role to the next. Self-identity can only be done through direct observation and may be too difficult to do to scale. And it would be qualitative at best. Again Hermina would be a good source to discuss this with. She is a professor at the business school INSEAD.

Another option which is trending is assessing personalities and whether there is shift due to changes in organizational roles. Leading scholars I would suggest reading is Funham, Crump, Palaiou, and Judge. I have included some of their work. Judge has established the foundation and Funham work is really exploring beyond what has been done previously, similar to your question through utilizing personality’s instruments. These tools can assess to scale and be deployed across organizational sittings and to multiple individuals. There is some evidence of possible changes which is created by organizational role.

I have completed a study recently of personality’s comparison of correctional executives and first line level correctional supervisors. My findings were not exactly align with Funham study findings. I believe highly structured environments such as the military and law enforcement differences will not exists due to highly structure and personality types it attracts. This is where there is homogeneity. So as you study this you want to take a look at homogeneity with certain environments. I did fine some differences, one in particularly is with the personality trait openness. Executive has this trait to a higher degree than first line supervisors. This is consistent with some recent research conducted by Judge. I do not have Judge’s recent study article but you should be able to fine it. My study is currently under the peer-review process and I hope published soon.

I hope this helps... Good luck to you. Let me know if I can help further.

 Sinceley, Donta 

Ibarra, H., Wittman, S., Petriglieri, G. and Day, D. V. (2014). Leadership and identity: An examination of three theories and new research direction. Psychology, Organizational Psychology, DOI:1093/oxfordhb/9780199755615.013.015.

Ibarra, H. (1999). Provisional selves: Experimenting with image and identity in professional adaptation. Administrative Science Quarterly, 44(4), pp. 764–791.

Furnham, A. & Crump, J. (2015). Personality and management level: Traits that differentiate leadership levels. Psychology, 6, pp. 549-559.

Palaiou, K. & Furnham, A. (2014). Are bosses unique? Personality facet differences between

CEOS and staff in five work sectors. Consulting Psychology Practice and Research, 66(3), pp. 173-196.

Judge, T. A., Rodell, R. B., Klinger, R. L., Simon, L. S. & Crawford, E.R. (2013). Hierarchical representations of the five-factor model of personality in predicting job performance: Integrating three organizing frameworks with two theoretical perspectives. Journal of Applied Psychology, 98(6), pp. 875-925.

Judge, T. A., Bono, J. E., & Locke, E. A. (2000). Personality and job satisfaction: The mediating role of job characteristics. Journal of Applied Psychology, 85, pp.  237–249.

Judge, T. A., Higgins, C. A., Thorenson, E. J., & Barrick M. R. (1999). The Big Five personality traits, General mental ability and career success across the life span. Personnel Psychology, 52, pp. 621-652.

This will be a very non-academic response.  My first management position was at a retail store and I was 18.  Basically, all of management quit and I had the longest tenure (2 years).  I was promoted and, sadly, I was a jerk.  Pure and simply immaturity.  Arrogance is a dangerous thing when coupled with authority.  Many years later (after college, marriage and two kids and 15 more years of work experience), I earned/was given a promotion to middle management in a Fortune 500 Company.  With mentors, time and a whole lot of experience under my belt, I would like to think I settled a bit more in my skin and was less reactive to things. 

Now I own my own business and have 5 employees (all of whom have been with me for over 10 years).  I am the owner but I am very "hands on" in with my business so I am also the manager.  I don't pay all that well, but still they stay.  If you ask them why, they will tell you because I am fair and have provided them a place to be successful.  It  really is simply me getting out of their way. 

When I see an employee who can look with love and kindness toward their fellow employees and when they do all they can to help that person be successful, then I know they are ready for management in my company.

I am not sure if this is the kind of info you were looking for, but thought I would toss is out there in case it was helpful.  Good luck with your research.

Jenny

Kindly note that some variables like as the "organizational body" and the "bureaucracy" could change the individuals when they take up their own managerial position. It is obvious that the "rules" & "roles" could impact on any individual's behavior.

In this way you should find some variables which impact on managerial position or mediate between an orientation and relevant managerial position.

May I recommend you to have a look at the book titled "Organization, Rational, Natural and Open Systems" written by Richard Scott.

Thanks Donta for the considered response and in particularly for the references. I will have a look through them.

Thanks Jenny and actually anecdotal evidence can be so powerful, I have done some biographical interviews in support of this and your experiences chime with those and..... my first experience of middle management was exactly the same!! Thanks again. Peter

I am thinking about their personal attributes, how they perceive themselves, how others perceive them (and the gap between these last two) and the pressure to perform (true or perceived); my doctoral work is about self-care in the midst of such pressures

Thanks Peter and I always find the gap between self-perception and others perception to be fascinating.... 

Please have a look on the french movie called : "Violence en climat tempéré". It is suggesting. 

You can also have a look on my book : Michel Villette, 1986, "L'homme qui croyait au management" , Paris: Le Seuil.  this book is available in PDF for free on the canadian site:

http://classiques.uqac.ca/contemporains/villette_michel/homme_qui_croyait_management/homme_qui_croyait_management.pdf

See also : Kaciaf Nicolas and J-B. Legavre, 2011, Communication interne et changement, Paris : L'Harmattan.  Pages 207-226.

Merci Michel, I will do that. Peter

Dear Peter Wolstencroft

It is very interested question. I think there are many factors that may contribute to changing the self-identity of managers in educational institutions. For example:

The expected role (according to role theory)

Responsibilities and duties of the new position

Leadership style

Individual personality

Peter,

I think this is very interesting topic. I’ve read all comments some of them might be similar with the things I am going to say:

First of all, sometimes our needs might be hidden until we have to face them. For example, managerial positions can stimulate the ‘’need for power’’ and the fulfilment of this need might be perceived destructive by other people. (Especially if the person is very friendly under normal conditions.)

Secondly, I think learning appropriate behaviours for managerial positions might take time. In some cases, we learn by trial and error. Of course, these ideas are for the one who is self-aware..

And finally, an organisational culture that pushes people to behave differently (e.g., more assertively, more task-oriented or formal communication) in that position can be one of the reasons. 

Thank you for your question that leads brainstorming!