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Constructing a professional identity: how young female managers use role models

Constructing a professional identity: how young female managers use role models Purpose – The purpose of this paper is to explore how young career‐minded women use role models. It draws on previous research into how professionals experimented with their identity projections to become partners in US professional service firms. Design/methodology/approach – A theoretical paper with in‐depth interviews with ten young professional women. Findings – The women revealed that they actively draw on role models from different domains. In some cases, the role models were personally known to the individual women, whilst in other cases, they were personally unknown to them. The women revealed that they preferred to use the learning from external role models rather than focus on individual women from the top of their own professions. Originality/value – This research adds richness to our understanding of young female managers' use of role models, and contributes up‐to‐date empirical evidence in a field which has been somewhat neglected in recent years. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Women In Management Review Emerald Publishing

Constructing a professional identity: how young female managers use role models

Val Singh; Susan Vinnicombe; Kim James
Women In Management Review , Volume 21 (1): 15 – Jan 1, 2006
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References (34)

Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0964-9425
DOI
10.1108/09649420610643420
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to explore how young career‐minded women use role models. It draws on previous research into how professionals experimented with their identity projections to become partners in US professional service firms. Design/methodology/approach – A theoretical paper with in‐depth interviews with ten young professional women. Findings – The women revealed that they actively draw on role models from different domains. In some cases, the role models were personally known to the individual women, whilst in other cases, they were personally unknown to them. The women revealed that they preferred to use the learning from external role models rather than focus on individual women from the top of their own professions. Originality/value – This research adds richness to our understanding of young female managers' use of role models, and contributes up‐to‐date empirical evidence in a field which has been somewhat neglected in recent years.

Journal

Women In Management Review – Emerald Publishing

Published: Jan 1, 2006

Keywords: Women; Women executives; Managers; Careers; Career development; United States of America

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