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The internalization of ambiguous personal identities

The internalization of ambiguous personal identities. Scott DeRue , Sue Ashford, & Natalie Cotton. Social identity (n): aspects of (self) meaning derived from membership or association with the social collective. S. Self-Concept.

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The internalization of ambiguous personal identities

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  1. The internalization of ambiguous personal identities Scott DeRue, Sue Ashford, & Natalie Cotton

  2. Social identity (n): aspects of (self) meaning derived from membership or association with the social collective S Self-Concept Role identity (n): self-definition based on their role relationships with others in terms of generalized roles or particularized relationships Role or Relational Identity Collective or Social Identity Ivy Leaguer Personal identity (n): a set of dispositional traits or behavioral tendencies that are considered “core” to ourselves (Thoits & Virshup, 1997) Distinctive, not necessarily unique Father Smart Male Boss “Green” Personal Identity Who am I? What makes me distinct?

  3. Question How do people come to include some attributes in their self concept and not others? • Some Obvious • Others less so… especially personal identity • Ambiguity due to: • Multiple attributes (e.g., caring versus “good citizen” or “green”) • Relationship among attributes and importance is socially constructed

  4. S Self-Concept Ivy Leaguer Father Smart Leader Male Boss “Green” Who am I? What makes me distinct?

  5. The internalization of ambiguous personal identities: a leader – who me?

  6. Granting (v): efforts to acknowledge that another person is a legitimate organizational member (is seen as possessing a particular personal identity) Claiming (v): 1) Moves and acts to display status as member 2) stating and owning a particular (social) identity Self View of Current Self Self/other View of Current Self Self Schema of Leader Other Schema of Leader Self Comparison Process Other Comparison Process Claiming for Self /to Others Granting by Others Social Interaction Process Leader Identity Development

  7. Identity Work • Snow & Anderson (1987): the “range of activities that individuals engage in to create, present, and sustain personal identities that are congruent with and supportive of the self-concept.” • Sveningsson & Alvesson (2003) Identity work involves “people being engaged in forming, repairing maintaining, strengthening, or revising the constructions that are productive of a sense of coherence and distinctiveness.”

  8. Claiming/Granting Rooted in Symbolic Interactionism • Meaning and interpretation is constructed within interactions (Blumer 1969) • Identity and status emerge through the use of symbols and the posturing achieved through the "presentation of self" (Goffman 1959) • What scene is this?" Participants in an interaction must agree on who they are and what they are doing. Agreement = Goffman's concept of "working consensus"

  9. Identity work ≠ Impression Management Identity work is also about: 1. authentic expression of one’s identity (consequences to image be damned) 2. inward cognitive processes of identity creation and maintenance (coming to know who you are) Kreiner, Hollensbe & Sheep, 2006

  10. Identity Work: Claiming • Bartel and Dutton on claiming membership when it is ambiguous: declaring, questioning, revealing, equipping • Snow & Anderson on claiming a more positive identity when in a stigmatized group: distancing, embracement, fictive storytelling • Pratt, Rockman & Kauffman on identity customization: Patching, splinting, enriching

  11. Identity Work: Claiming • Verbal - statements • Nonverbal – use of space, actions, artifacts

  12. Cycles and Development

  13. Outcomes What difference does it make if one thinks of oneself as a leader?

  14. Leader Identity Development Individual Level Increased self-esteem Increased willingness to seek leadership opportunities Increased granting of leader identity Group Level Increased shared leadership Increased group potency Greater capacity for resilience and change Organization Level Increased Leadership talent (bench strength) Greater capacity for positive organizational change

  15. Self/Other View of Current Self Self Schema of Leader Other Schema of Leader Self Comparison Process Other Comparison Process Claiming for Self /to Others Granting by Others Factors Influencing Claiming: 1. Formal supervisory role 2. # claiming simultaneously 3. Opportunity for experimenting 4. Aspects of claimer Factors Influencing Granting: 1. Liking 2. Politics Social Interaction Process Leader Identity Development

  16. That’s it up to now! Questions? Comments?

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