Becoming Manager
By Martin Parker. 2004
107 citations recorded by the source corpus.
This article is comprised of autobiographical reflections on becoming the head of a management department in a small English university. I assume that being a manager is not an identity or occupation that is ever finished or fully occupied, and hence the article is structured as a series of confessions, reflexive conversations and interruptions. The main themes of the article are the fragmented character of managerial work, the changing relations between self and colleagues, and the seductions of power, centrality and speed. I conclude with some observations on the relationship between a critical management academic identity and managerial practice.
Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science
View Paper: https://www.semanticscholar.org/paper/4563d1b89e427f8b33d32c73388bfe97614d4577
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In Organizational Behavior and Human Resource Management
In Sociology and Political Science
Citations in the corpus
- Distributed Leadership in Higher Education: What Does It Accomplish? (2009, background): “Insofar as becoming a leader in HE is an identity project in itself (Parker, 2004; Sveningsson & Alvesson, 2003), it seems to be associated with identification as a representative of unitary, even transcendent purpose.”
- Recasting Leadership Development (2010, background): “(2) Work on the transition from individual contributor to manager (Hill, 1992), on passages (Dotlich, Noel, & Walker, 2004), crucibles (Bennis & Thomas, 2002), expatriate assignments (McCall & Hollenbeck, 2002a, 2002b), and the leadership pipeline (Charan et al., 2001) all suggest that for…”