How to be a hero: How managers determine what makes a good manager through narrative identity work
研究管理者如何通过叙事构建个人社会景观，从而确定何为优秀管理者，并分析不同组织建构如何影响其自我叙事的意义。
The turn to identity within management studies has revealed important insights into management, by recognising its complex, contingent and relational nature, and through focusing on the personal experiences of managers and how they develop an identity as a manager. However, research has focused on processes of being and becoming a manager, rather than how individuals determine what makes a good manager, and what they are actually seeking to be. I therefore present an extended theorisation of narrative identity work which highlights the overlooked role of the ‘personal social landscape’ constructed through narrative, which gives meaning to the actors and actions within it. The theory is illustrated through detailed analysis of three manager accounts, which reveals processes by which managers construct personal versions of the same organisation, as social landscape to their self-narratives, and how these different organisational constructions create different meanings to their self-narratives as acting well as a manager.