شناسایی تحت نظارت: چگونه رهبران زنان حرکت را در اشتباه شناسایی در محل کار

The identities of women leaders can fall under intense scrutiny; they are often confronted with other's perceptions of them—perceptions that may not be wholly accurate. Through in-depth qualitative interviews of senior women leaders working in male-dominated industries, we explore how they experience and respond to feeling misidentified (internal identity asymmetry; Meister, Jehn, & Thatcher, 2014) throughout their careers. Employing grounded theory methods, we uncover how women are likely to experience asymmetry, and discover it becomes most salient during personal and professional identity transitions. We build theory with respect to how women leaders navigate feeling misidentified, and find with time and power the experience becomes less salient. Our study draws together and contributes to both the identity and leadership literatures by exploring an important identity challenge facing women leaders in industries that are striving for a greater gender-balance in senior positions.