Professional identities of middle managers

Abstract

This article presents and discusses the findings of a recent study on the professional identities of middle managers in a school of healthcare in a selected Chartered (pre-1992) UK university. Attention focuses on the career backgrounds of the middle managers, perception of identity and the interactional balance between the professional, academic and managerial aspects of their role. The study adopted an interpretive approach, in line with social constructivism, exploring their beliefs, feelings and perceptions with regard to their career background, identities and role. The data suggest that this group of middle managers were influenced by a complex array of circumstances and social processes, but also by critical incidents, key people and opportunities. There was evidence of very high levels of job satisfaction, and the respondents gave examples of core personality traits that contributed to their sustained career success. The data portray these middle managers as hybrid characters attempting to juggle multiple identities; however, this identity was being shaped by the university’s strategic vision to be an elite, research-led learning environment. If senior leaders of higher education institutions wish to aspire to excellence in healthcare education it is essential they recruit middle managers who demonstrate a complex interweaving of personal and professional qualities within a context of moral purpose, described in this study as, ‘loving the job’.

Advancing careers through ‘merit’: a rationalized-sensemaking narrative in hierarchical organizations

“…The study was carried out in the Uruguayan branch (70+ employees) of an American multinational company operating in the US' Mortgage and Real Estate industry. For the effect of the investigation, the decision of selecting the company was taken for two reasons: firstly, due to the necessity of bounding participants to a single organizational reality that would enable a more effective 'in context' interpretation (Cronbach 1975;Thomas-Gregory 2014). Secondly, because of proximity, resources and availability to access the organization as the first author worked in the company for four years (2011)(2012)(2013)(2014)(2015), two of which he performed a middle management role.…”

“…Specifically, 15 participants were selected for the study (Bryar 1999;Hammersley, Gomm, and Foster 2000;Stake 2005;Thomas-Gregory 2014). In order to broadly cover the areas of interest, middle-managers falling within various categories and under different circumstances were selected.…”

Are Australia’s universities in deficit? A tale of generic managers, audit culture and casualisation

“…The former group, for example heads of schools, have internalised the values of managerialism and therefore have value congruence with the organisation. For instance, from her study of a health faculty in an Australian university, Thomas-Gregory (2014) suggests that, despite the tensions they experience, some heads of schools state that they love their job and they have a high degree of job satisfaction. By contrast, the latter group, lecturers, researchers and tutors -continuing and contract -have values incongruence (Deem & Brehony, 2005;Winter, 2009).…”

Managers’ development environments: an integrative literature review

“…Therefore, caution is warranted as several factors may interact. The study by Thomas-Gregory (2014) showed that good leadership development opportunities and personal qualities, such as resilience and flexibility, increased job satisfaction.…”