Identity Negotiation at Work

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Why and When Do Motives Matter? An Integrative Model of Motives, Role Cognitions, and Social Support as Predictors of OCB (2013, background): “, 1997; Rioux & Penner, 2001), OCB motives should influence the situated expectations that employees develop about their work roles and the behaviors coupled to those roles (Stryker, 1980; Swann et al., 2009).”
Identities under scrutiny: How women leaders navigate feeling misidentified at work (2017, background): “This perceived misalignment ignites the need to re-negotiate one's self-identities with oneself or with the other, in order to reduce discrepancies (or dissonance) and move toward congruence (Festinger, 1957; Swann, Rentfrow, & Guinn, 2003; Swann et al., 2009).”
Out of the Box? How Managing a Subordinate’s Multiple Identities Affects the Quality of a Manager-Subordinate Relationship (2015, unknown): “In accordance with past research on identity management (Pratt, 2000; Swann & Bosson, 2008; Swann et al., 2009), we also suggest that a manager’s preferences for managing his or her own multiple identities may affect the manager’s preference for managing a subordinate’s multiple identities.”
Feeling Misidentified: The Consequences of Internal Identity Asymmetries for Individuals at Work (2014, background): “environment (Swann, 1983, 1987; Swann et al., 2009).”