Defaulting to Management: Leadership Defined By What It Is Not

Abstract

The dynamics between identity (who I am) and anti-identity (who am I not) are drawn on to explore the identity work of senior and middle managers who have elected to embark on formal, sustained and intensive leadership development work. We construct the concept of a default identity, not primarily as an oppositional or negative identity, but as a baseline identity that, because it is securely held, has a major role to play in the understanding, acquisition and performance of more emergent identity constructions. In exploring the dynamics between management (default identity) and leadership (emergent and desirable identity) for instance, it becomes clear that each is shaped by the other in subtle and overt ways. We conclude that the recognition of the dynamics and relationships between them holds some promise for new thinking and innovation in terms of individual organizational identity work, leadership development and organizational change. Key words. identity work; leadership; management Before I moved here I used to have a four quadrant leadership chart pinned up on my wall, then I moved desks and I don't know where it is now. I haven't got it back up, but I used to look at it and refer to it on occasion. I wasn't really in a leadership role then. I had one analyst reporting to me. So it wasn't particularly important at that time. But from this perspective I can

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