The article explores how managers develop their identity to cope with role change within the organization. As managers progress into middle or senior management, their level of responsibility increases but so can their feelings of vulnerability. In situation of personal predicament, a manager feels forced to behave in ways at odds with their sense of self. Mentoring and coaching were found to provide a safe environment for the manager to gain an external perception of a situation and put it into perspective.
|Publication status||Published - Jan 2009|