Developing the Professional Self-Concept: Role Model Construals in Early, Middle, and Late Career Stages

By Donald E. Gibson. Organ. Sci., 2003

307 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/37344cd410c9517254b43f6c790da839c1138432

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In Gender Studies

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Citations in the corpus

The queen bee phenomenon: Why women leaders distance themselves from junior women (2016, background): “ison with successful senior women can threaten the self-esteem of junior women (Parks-Stamm, Heilman, & Hearns, 2008) unless junior women are able to identify with them and see their success as attainable (Gibson, 2003; Hoyt & Simon, 2011).”
Constructing a professional identity: how young female managers use role models (2006, background): “In a qualitative study of 22 investment bankers and 21 management consulting professionals, Gibson (2003) found career stage differences in the construction of role models, with early stage respondents drawing positive inferences from models who were close to them, to establish their self-concept, w”
Parents’ performance in entrepreneurship as a “double-edged sword” for the intergenerational transmission of entrepreneurship (2017, unknown): “First, in their parental role model, offspring usually see an image of their own potential future or of what they can achieve in the future (Gibson 2003).”
Do Role Models Matter? An Investigation of Role Modeling as an Antecedent of Perceived Ethical Leadership (2014, background): “models, most of them having been supervisors (Gibson 2003).”
Entrepreneurship Education through Successful Entrepreneurial Models in Higher Education Institutions (2020, background): “Gibson [38,42] defined the role model as a person whom an individual perceives as being, to a certain extent, similar to himor herself, and, because of this similarity, the individual wishes to imitate (or to avoid, in particular) certain characteristics or behaviours of that person [43].”
Is leadership a part of me? A leader identity approach to understanding the motivation to lead (2015, background): “This gap is particularly surprising since a growing number of scholars are claiming that individuals' self-motivation can be understood only in relation to others (e.g., Buunk & Gibbons, 2007; DeRue & Ashford, 2010; Gibson, 2003; Ibarra et al., 2010).”
“I Identify with Her,” “I Identify with Him”: Unpacking the Dynamics of Personal Identification in Organizations (2016, background): “…& Cotton, 1999; Russell & Adams, 1997), that individuals adopt their role models’ attributes through identification processes (Bucher&Stelling, 1977; Gibson, 2003, 2004; Gibson & Barron, 2003; e.g., Ibarra, 1999), and that PI is a building block of organizational culture as members identify with…”
A Review of Developmental Networks (2012, background): “…Higgins and Kram’s (2001) definition—a group of people who take an active interest in and action toward advancing the protégé’s career—a recent qualitative study asserted researchers should also include distant, unmet, or imaginary figures (Cotton et al., 2011; also see Gibson, 2003, 2004).”
Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance. (2008, background): “Both newcomers and veteran employees seek such advice, instruction, and help primarily from coworkers because of their perceived similarity (Gibson, 2003; Morrison, 1993; Seers, 1989).”