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26 - Organizational Psychology: When, Why, and How Is Identity Work (Less) Important in Organizational Life?
- from Part IV - Current Domains
- Edited by Michael Bamberg, Clark University, Massachusetts, Carolin Demuth, Aalborg University, Denmark, Meike Watzlawik
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- The Cambridge Handbook of Identity
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- 29 October 2021
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- 11 November 2021, pp 586-603
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Summary
Identity is often viewed as one of the most important concepts to help understand life in contemporary organizations among organizational scholars. For example, studies of identity among organizational members in roles such as manager, professional, consultant, and priest have provided valuable insights around managerial and professional work, motivation, change, leadership, control, and gender (Alvesson, Ashcraft, & Thomas 2008; Brown 2019). While drawing on many of these studies, this chapter offers a somewhat contrasting view. We examine if identity is as important as is often claimed, and as a consequence, when and why concerns of identity are triggered in working life, and we do so through a constructionist identity perspective. In the chapter, we argue that many people do not necessarily engage with their identities most of the time (Alvesson & Robertson 2016) and explore why they do in certain kinds of jobs and in particular situations while in others identity is neither present nor salient, at least not as a major issue. The chapter aims to cut down the identity concept in size and suggests that a more focused view on identity may help us come to better grips with what on one level is of great societal concern: identity-related struggle, tension, and confusion in people’s working lives; without adding too much to another concern: a (re)production of unwanted narcissism in our already narcissistic time of age (Foley, 2010; Lasch, 1978).
Managerial Lives
- Leadership and Identity in an Imperfect World
- Stefan Sveningsson, Mats Alvesson
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- 05 June 2016
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- 31 May 2016
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Organizations are often complex and unwieldy, and many managers have difficulty in combining ideals and positive identities with the complexities and imperfections of life. They are expected to be strategic and competent, while at the same time human and empathetic. This engaging book takes a fresh look at managerial work as experienced and understood by managers. It examines the central tenets of managerial life, such as the work expectations that managers have, the significance they assign to different activities, and the difficulties that they face. It also takes a wider view of working life by looking at subordination in the managerial context. The theoretical material is supported by in-depth interviews with thirteen managers from different organizations. This book will appeal to those with an interest in management, and in leadership and identity questions in modern working life.
3 - Why management?
- from PART II - MANAGERIAL LIFE: ROLES AND IDENTITIES
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 05 June 2016
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- 31 May 2016, pp 67-98
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Summary
Judging by the enormous amount of leadership literature, the interest in management training and career ambitions, there are many people who want to become managers and – thereby, they seem to think – leaders. Some claim emphatically that they are leaders – not managers. (At times it seems as though leadership can be captured without a supporting managerial position, but things can become complicated if the leader and the manager in a workplace are two different people. Anyone who thinks that a managerial position means that they will be able to work solely with leadership and not with any managerial tasks will not last long in the job.) But what exactly is the attraction of being a manager? How do people reason about their future managerial role, and what is it that makes them believe they are well suited to management? In this chapter, we meet people who talk about why they wanted to become a manager and their view of what being a manager means. They also talk about why they have the essential qualities for management – none of those we studied appear to have any doubt about that. Many describe management as a stimulating challenge, which carries an element of excitement. Yet it is also associated with a large dose of uncertainty, partly because they do not really know what the managerial job involves. Many ask themselves what being a manager actually involves. One important question is what you actually need to know in order to exhibit credibility when you say you are a manager. It is about how to develop your identity as a manager, or begin to identify with the title and the idea of being a manager, in this transitional phase. How do you start working with this?
We begin the chapter with a discussion of the view of management as a means of self-development. In the section which follows, we address the way in which managers describe different types of personal traits as a natural platform for their managerial work. Most of them see themselves as natural driving forces in some way. We then discuss specific topics which these managers highlight as being important to work with, specifically strategy, change and organizational culture.
6 - Self-view and managerial ideals meet reality: managerial work in practice
- from PART III - MANAGEMENT: IRONIES, LABYRINTHS AND PITFALLS
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 05 June 2016
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- 31 May 2016, pp 159-198
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We have so far addressed people's expectations of managerial work and what they want to accomplish as a manager. This has mainly been about how managers understand themselves and their leadership. In this chapter, we take a closer look at the managerial work by examining what happens to people in managerial jobs in practice. What happens to the aspirations and claims to work with strategy and to listen to and communicate with co-workers to make them feel good and develop? As we will see, it is not necessarily the case that the managers’ views of themselves and what they do in their work – their identity claims and leadership ideals – are matched by what they actually work with. Although many managers want to work with overall questions, influence culture and boost co-workers by listening to and engaging in dialogue with them, they are faced with problems and challenges in their daily life which make these ambitions difficult to achieve. Complications which arise can make it difficult to work as planned, and sometimes the manager and/or others feel that they are failing in their management.
The chapter is structured in two comprehensive sections. The first describes the problem of working as change agent, strategist and networker, the leadership roles we described in Chapter 4. The second section describes problems associated with the role of being someone who understands human nature and likes people, described in Chapter 5. We begin with a discussion of the problem of exercising the strategic role and point to the difficulties managers face in maintaining a coherent view of what they do, not least because they do not always receive confirmation from other people for the strategic and/or authentic elements of the managerial identity. Here we also discuss how managers are exposed and vulnerable – to complexities and contradictory demands. We then discuss problems in practising the role of someone who understands and likes people in relation to the fact that many see themselves as natural and authentic managers. Here, too, we discover that ideals and self-view are not always clearly expressed in practice – the latter is determined by a multitude of circumstances. Demands from the environment – including demands from senior managers and the organizational machinery for an effective administration – frequently collide with the individual's leadership interests.
7 - Feedback, ignorance and self-esteem: the ironic elements of managerial life
- from PART III - MANAGEMENT: IRONIES, LABYRINTHS AND PITFALLS
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 05 June 2016
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- 31 May 2016, pp 199-240
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Summary
In the first chapter of the book, we talked about the diversity of managerial life. It is seen as attractive and influential, but also as complex, hard work, difficult to interpret and at times boring. The complexity and diversity have often been attributed to the large number of activities with often tenuous links, which generally creates a fairly fragmented managerial existence (see, for example, Carlson 1951; Mintzberg 1973; Tengblad 2012a). In contrast to this focus on the “exterior” aspects of the managerial work (functions, tasks), in this book we have taken an identity perspective and focused on the managers’ “inner world”: experiences, interpretations and creation of meaning. Above all, our aim has been to understand how managers in a changing, complex and diverse world attempt to shape a coherent self-view – identity – which can act as a relatively stable platform for their management and managerial work. Much of this has centred on two overall themes: on the one hand, strategy, cultural influence and other “big” questions, and on the other, relations-oriented questions to do with encouragement, confirmation and support.
Both these themes are potential points of departure in the creation of a managerial identity, but in the book we have shown that these sources are unreliable and unstable. It is difficult to create and sustain a stable, well-functioning managerial identity. The discrepancy between the ideal and the reality is, as has been shown, often striking.
Managers’ relationships with co-workers are frequently complicated. Simple, clear-cut ideals and solutions rarely have the expected effect. On countless occasions in this book, we have pointed out that managers’ identities are strongly relational. Traits, competence and performance mean relatively little in comparison with the ability to relate to other people. One important question is how important the relationships and the strong sensitivity are in making it possible to sustain a coherent managerial identity. What part do other people and conditions in their near environment really play in how people see themselves as managers? What importance do they attach to feedback from other people about what they say and do as managers, and what role does this feedback play in identity confirmation? What is the significance for the individual's managerial identity of leading complex work operations without fully understanding them?
1 - Introduction
- from PART I - MANAGERIAL LIFE: MANAGERIAL WORK AND THE MANAGERIAL IDENTITY
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 31 May 2016, pp 3-23
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“Manager” is a term which covers a rather disparate collection of job holders. Sometimes it implies that the person who has this position is superior to and should manage other people, who, being non-managers, are co-workers or subordinates. However, the term is often also used for individuals who are responsible for a particular task. Many HR, information, sales and financial managers are mainly responsible for personnel administration, information leaflets, their own sales or accounting systems respectively. In this book, we are only interested in managers in the first sense, that is to say those who have a job where they are expected to lead subordinates in some way. What this actually implies is not always clear.
Managers are a popular topic of interest. Leaders – a common term for managers, and one which managers themselves like to use – are an even more popular topic of interest. However, we are not following fashion here, but are interested in those professionals who are managers in the sense we have just described. Whether they also practise leadership and can be seen as leaders is a question we will try to answer. The widespread interest in managers is partly linked to the general growing interest in how people experience expectations, challenges and demands in modern organizations. Naturally, everyone in an organization acts according to specific expectations and demands, but this is perhaps particularly true of managers. There is a large industry offering ideals and templates for managers and leaders. Managers cannot just “be themselves” as they please but are undoubtedly expected, more than others, to represent organizations, to be leaders, competent decision makers, strategic, knowledgeable and to be seen to be in charge (Watson 2008, p. 122). At the same time, they must make an effort to be human and empathetic – someone you can trust – in order to establish and maintain good, and thereby productive, relations with their co-workers. Against this background, our aim in this book is to portray managerial work as it is experienced and understood by managers, with a particular focus on the importance they attach to different demands and activities in their work. We will therefore describe how a number of managers from different organizations form their managerial work. Why do they want to be managers and what expectations do they have of their work?
9 - Leadership and identity in an imperfect world
- from PART III - MANAGEMENT: IRONIES, LABYRINTHS AND PITFALLS
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 05 June 2016
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- 31 May 2016, pp 279-330
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Most of the knowledge about managers and leadership takes its starting point in what the manager or leader does and accomplishes. This is particularly evident in the popular literature – pop management or, as some people call it, management pornography – which puts the spotlight on formulae for success and juicy hero narratives. In academic literature, too, there are attempts to demonstrate that different types of leaders and leadership lead to different outcomes (Bass & Riggio 2006). The leader acts, others react. Countless leadership theories have been developed and dictate how the leader should be: charismatic, authentic and transformational, for example (Luthans & Avolio 2003). Or why not relational and dialogic (Cunliffe & Eriksen 2011)? Frequently, and of course above all in the popular literature, they offer clear-cut, often universal recipes for the right managerial behaviour, with the help of which all the right things can be accomplished. Another, slightly different study tradition which has a strong academic approach is the study of managerial work in practice. Instead of taking its starting point in what managers should do and accomplish, it focuses on what managers actually do in the organizational everyday (Tengblad 2012a).
In this book, as we have said, we shift the focus. Unlike a great deal of other research, we penetrate the surface – styles, behaviours, tasks, functions – and attempt to gain a deeper understanding of leadership and management based on how managers attempt to create meaning and achieve a balanced existence in a world in which it is often difficult to manoeuvre. Our aim is to illustrate management and its meaning using an identity perspective. How do managers approach the managerial work, not only in terms of activities and behaviour, but also and above all, in relation to how they see themselves, their interests, ambitions, emotions, dreams, fantasies and life experience? How do they deal with any dilemmas between self-view and imperfect reality? We attempt to capture the phenomenon of managerial life in a wider but also deeper and richer meaning based on managers’ own horizons of experience and attempts to create meaning and coherence in their existence, which is not, as has been seen, always the easiest thing to do.
5 - The manager as humanist and moral example
- from PART II - MANAGERIAL LIFE: ROLES AND IDENTITIES
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 31 May 2016, pp 126-156
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Summary
According to many of our managers, management – as well as being about more overall questions – is about dealing with the constant stream of everyday demands and expectations. While the daily work varies considerably, it involves, among other things, managing relations with subordinates. This means listening, having an open dialogue with and being accessible for co-workers in order to support them in their efforts. In particular, the managers stress the importance of recognizing and acknowledging their co-workers, as well as creating a pleasant atmosphere. For many managers, this is a question of how they understand themselves in terms of morals. The managers describe themselves as open and honest and as people who are not afraid to tackle sensitive or difficult questions. They also stress that it is important to defend and promote the interests of their subordinates vis-à-vis the senior managers in the organization who all too often insist on getting involved in every little detail and do not understand the complexities of the work practices and natural demands for autonomy. The middle managers feel that they have an important role to play here in defending and protecting their co-workers’ demands for independence. They themselves say that they are good at letting things be and describe themselves as fair and as having a feeling for the real nature of the business. This approach to managerial work is described as being morally superior and is based on how the managers see themselves. In many cases, it is confirmed by co-workers, which contributes to sustaining and reinforcing the managerial identity.
We begin the chapter with a discussion of the manager as coach and continue with the importance of listening to and recognizing co-workers. We then discuss the manager as an authentic understander of human nature and people's friend and follow up with a longer discussion of the manager as a paragon of virtue and moral example.
MANAGEMENT AS COACHING
Many managers say they want to be a coach for their co-workers. Unlike an American sports trainer, who actively instructs and pushes, coaching in the managerial world commonly refers to some form of supporting leadership.
Index
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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2 - Management: work, identity and leadership
- from PART I - MANAGERIAL LIFE: MANAGERIAL WORK AND THE MANAGERIAL IDENTITY
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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- 31 May 2016, pp 24-64
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What do managers actually do? This is a question which has given rise to countless studies and articles over the past hundred years, yet despite this it is claimed from time to time that we do not know as much about managerial work or management as we think (Mintzberg 1991). This is undoubtedly due to the great complexity of managerial work and an extremely wide diversity in the question of what is hidden behind the apparently straightforward label “managers”. It is not particularly easy to see management as a special occupation, in the same way as for a baker, a firefighter or an accountant. We probably have a reasonable picture of what the person does as far as the latter are concerned, but if we think of management, it instantly becomes much more ambiguous and vague. Perhaps we think of managers as the people at the top of the pyramid who make decisions, but the question is whether this is better seen as organizational management rather than management in the more usual sense of managerial work. Organizational management consists of more than managing subordinates – it includes dealing with owner relations, external relations, questions of financing and market analyses, among other things – and typically also covers staff – CFO, CIO, COO, etc. – who work with financial markets and policies, follow up results, and so on. Most managerial work is not organizational management. The CEO of a large organization and the manager of a small sales department or production unit have little in common. On the other hand, managerial work and organizational management are often similar in smaller organizations, but organizational questions are less interesting in smaller organizations with a couple of dozen employees than in situations where it is essential to make a multitude of departments and roles work together to form a complex entirety. In this book we concentrate on managerial work in larger organizations and only touch on organizational management/top executive work activity.
We begin this chapter with an overview of management and address the classic principles of managerial work. Numerous studies of what managers do, however, have shown that managerial work deviates from the classic principles (Mintzberg 1973; Stewart 1999).
PART I - MANAGERIAL LIFE: MANAGERIAL WORK AND THE MANAGERIAL IDENTITY
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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- Managerial Lives
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PART III - MANAGEMENT: IRONIES, LABYRINTHS AND PITFALLS
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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Preface
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- By Stefan Sveningsson, School of Economics and Management, Lund University, Mats Alvesson, School of Economics and Management, Lund University
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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This book is the result of a number of studies of managerial work, identity and organization which we have conducted over more than a decade as members of the organization studies group at the Department of Business Administration at Lund University. Our main purpose is to examine essential elements of modern working and organizational life at close quarters. This has been done through in-depth studies of a number of people who work as middle or senior managers. Our aim is to understand the typical relationships between experience, work situation and identity in an organizational context. In doing so, we attempt to highlight how organizations and occupational groups work. We address the dilemmas and problems which lie beyond the impression given by more formal and official descriptions.
Organizations are often complex and unwieldy, and many occupational groups and managers have difficulty successfully combining ideals and positive identities with the complexities and imperfections of life. Modern-day working life is, in many ways, contradictory and complicated – what seem like good ideals and clear recipes for success can easily cause deadlock and become traps for managers.
The research which has led to this study has taken place in a number of sub-projects, with varying emphases. We are grateful for the research grants received from FAS, Vinnova and Handelsbanken's Research Foundation. We would also like to thank our colleagues Johan Alvehus, Tony Huzzard, Dan Kärreman, Daniel Nyberg, Jens Rennstam, Robyn Thomas and Robert Wenglén, who have contributed with both empirical material, which we have used in the book, and creative discussions on managerial work and identity.
We would also like to thank the managers who have taken part in the studies – in particular the thirteen people we studied in depth, who with immense candour (and perhaps not a little courage) placed themselves at the disposal of research. But the other eighteen interviewees also deserve our thanks, as do Johan Alvehus, Ola Håkansson and Nadja Sörgärde, who have read and commented on the manuscript.
References
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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A final word
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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As has been shown throughout the book, portrayals of managerial life justify a critical approach to many of the popular management theories, models and concepts which have taken root among managers, often with unfortunate consequences. Against this it can and should, of course, be said that theories and models often encourage reflection and act as a source of inspiration and a deeper and broader understanding of organizations and ways of working. They can make it possible to problematize existing organizational environments – strategies, structures, routines, control and other ways of working – and contribute to a more varied and nuanced view of management and leadership. In this respect, a development of the intellectual repertoire in organizations often has clear benefits and should be accepted and encouraged. However, this requires active reflection and consideration. Models and concepts have, as we have seen, a seductive, enticing side, which means that people want to identify with them quickly and often, without always giving much thought to their deeper significance and the relevance for their own work situation. In addition to the feeling of control, overview, power and identity, there is something aesthetically pleasing about formulations such as strategic leadership, which makes it difficult not to accept and adopt them at least on a symbolic level. There is a superficiality and an idealization in this which sometimes makes the managerial work more difficult. You adopt an idea about something which works well (initially) as an identity marker in certain contexts but which is difficult to work with and which therefore also undermines your identity. It is frustrating when you cannot work seriously with what you believe expresses part of who you are as a manager.
One alternative might be to attempt to develop a more reflective and distanced managerial style, in contrast to modern management models and concepts. This requires you to think carefully about what the various concepts and models represent – what they mean – in and for the individual managerial work and your own organizational environment. Tengblad (2012b) stresses, for example, the importance of experimenting and developing a kind of critical learning attitude which involves testing and cautiously trying out new ways of looking at managerial work and management based on local conditions and challenges.
PART II - MANAGERIAL LIFE: ROLES AND IDENTITIES
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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PORTRAIT GALLERY AND ORGANIZATIONAL CONTEXT
In the following chapters, the reader will meet and become acquainted with a number of managers who work in different types of organizations. We have interviewed the majority of them on one or, in the majority of cases, several occasion(s), and they constitute our primary material. They are flanked by managerial voices from secondary data material, which is taken from various media, trade and industry journals as well as research literature. Of the thirty-one managers who make up our primary material, thirteen are the main actors and the remaining eighteen secondary actors.
The main actors lend themselves to both in-depth study and slightly wider interpretations. As our account of the methods used (see Appendix) shows, they have been the objects of particularly intensive study: they have been interviewed on a number of occasions over a period of time. They are of particular interest as case studies, since they are faced with working situations and challenges that actualize identity work in ways which are both typical and insightful. The reader will become very familiar with the main actors and meet them to varying degrees in all the chapters where we report the result of our interviews and observations. The remaining eighteen, our secondary actors, turn up here and there in the chapters, but we do not follow them as deeply, intensively or thoroughly as the main actors. The secondary actors help to further illustrate our interpretations and not only make the portrayals of managerial work more varied, and in some cases richer, but also increase the breadth of our study. This allows us to draw further conclusions, reducing the risk that a single, untypical case will give a misleading impression.
Our main aim is not to overgeneralize, but most of what we take up here appears to characterize large parts of management and managerial life today. If we find that our material includes at least two examples on a particular theme, we estimate that it is of a certain general interest since it shows that the phenomenon exists, and an analysis can provide wider insights.
Contents
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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4 - The manager as change agent, strategist and networker
- from PART II - MANAGERIAL LIFE: ROLES AND IDENTITIES
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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Summary
In the previous chapter, we described our managers’ view of what it means to be a manager – in some cases a more senior manager – and pointed out that many see it as something deeply personal which allows them to express themselves and to work with leadership that is positive and develops their co-workers, as well as with cultural change and overall strategic questions. The themes highlighted seem important and prestigious. But how do they view what they do and what they want to do once they have reached a managerial position? What do they think influences and controls their work, and how do they see their own opportunities to form their managerial work?
In this chapter, our managers talk about what they want to do and what they actually do as managers. What they say they do does not always correlate very well with what they actually do. Here, we will return to the roles that attracted them to management, but also relate these to authenticity and morals. As we will see, the people in our study stress the latter in their managerial work. We saw in the previous chapter that the managers see management as an expression of their natural behaviour – self-view and management go hand in hand. The management styles discussed in this chapter are an expression of how they view themselves. The managers do not describe the managerial job as something neutral, but as strongly value-charged, with moral overtones.
We begin by discussing the fact that many managers who are at the beginning of their managerial career highlight the importance of managers for the organization, in particular in questions to do with change, values, strategies, visions and networks. This is followed by a section on the manager as change agent, with a particular significance for the organizational culture and also the importance of the manager as a role model. We continue with two sections on the manager's significance as strategist/visionary and networker, respectively. In our cases, many of these views of management can be seen as strongly value-charged expressions of transformational leadership, which we described briefly in Chapter 2. This is a style of leadership which the managers believe has a moral foundation; they frequently state that it is right and proper that they work with overall questions while not bothering co-workers unnecessarily by intervening too often.
Appendix: our method
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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Summary
We base this book on a number of empirical projects in which, in addition to studying companies and other organizations, we have also focused on a selected group of individuals we see as being suitable for focused, in-depth studies. Some of the interviews and observations have been conducted by other researchers – Johan Alvehus, Tony Huzzard, Dan Kärreman, Daniel Nyberg, Jens Rennstam, Robyn Thomas and Robert Wenglén – who were, to varying degrees, active members of the research group Lund University Management and Organization Studies (Lumos) at Lund University at the time. We have had in-depth discussions of the interpretations within the research group, which is why we have a good understanding of the empirical despite not having conducted all the interviews ourselves. The quality of the interpretations has also been enhanced thanks to fruitful and creative group discussions. The selection is random; it includes people we have come into contact with in connection with broader organizational studies, for example managers of units we have studied in conjunction with studies of organizational change, knowledge work or similar topics. In our experience, there are great benefits in undertaking ambitious studies where rich material is of more importance than material that is broad and superficial. There are (too) many studies which have used questionnaires or one-off sixty-minute interviews. We are doubtful as to whether these can provide a qualified illustration of complex phenomena (Alvesson 2011a).
In this study, we have prioritized material that is deep and rich. But since we have been working with this for a relatively long period of time and have combined studies reported here with a range of other projects, we also have a large, broad foundation. Given the seriousness of our ambition, we have included a relatively large number of managers and working environments.
In order to gain depth, but also to give the reader the opportunity to become familiar with individuals and understand contexts, we have focused on thirteen managers whom we see as main actors. These have been studied closely, and we follow them throughout the book. We also have more than fifteen secondary actors who provide variation and supplement the main actors. Their appearances are more sporadic, but each appears more than once in the text.
List of figures
- Stefan Sveningsson, Lunds Universitet, Sweden, Mats Alvesson, Lunds Universitet, Sweden
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