Becoming a manager : coevolution of managerial knowledge, identity, and networks
Date of Award
1-1-2012
Language
English
Document Type
Dissertation
Degree Name
Doctor of Philosophy (PhD)
College/School/Department
Department of Public Administration and Policy
Content Description
1 online resource (ix, 154 pages) : illustrations.
Dissertation/Thesis Chair
Sue R Faerman
Committee Members
Terrence A Maxwell
Keywords
managerial identity, managerial role transition, professional identity, public management, social networks, socialization, Management, Executives, Organizational behavior
Subject Categories
Organizational Behavior and Theory | Public Administration
Abstract
This research explores the ways in which new managers learn their managerial roles and forge a managerial identity. This work particularly focuses on the psychological challenges in unlearning, identity transition, and reconstruction of their social networks that the new managers may undergo in an effort to make a transition from individual contributors to managers and build managerial competencies. The analysis of five waves of semi-structured interview data and six waves of social network data collected from 16 newly promoted managers in a northeastern state agency revealed that the new managers' existing salient identities and their prior assumptions about managerial job largely influenced the difficulties they experienced. Managerial competencies come from an in-depth appreciation of the internal and external managerial job environment and the ability to develop required competencies related to such an understanding of the environment and own personal characteristics. In this particular study, the new managers were particularly surprised and frustrated by the nature of the managerial role, which requires them to be politicians and mentors with high level of emotional and social intelligence. This study also highlights the role of social networks in (1) learning socially constructed knowledge and expectations of managerial role, (2) finding possible selves from role models, and (3) getting social support and other resources to overcome the challenges during the difficult role transition. Based on these findings, this study argues that organizations should be more aware of social and emotional factors that may help new managers transition successfully in terms of selection and training practices.
Recommended Citation
Park, Hyun Hee, "Becoming a manager : coevolution of managerial knowledge, identity, and networks" (2012). Legacy Theses & Dissertations (2009 - 2024). 731.
https://scholarsarchive.library.albany.edu/legacy-etd/731
Comments
Requested ProQuest takedown; no end date