Living the Janus Face: The Promise and Perils of Role‐Distancing for Middle Managers
研究高等教育中的中层管理者如何通过角色距离化策略（即表现出与管理者角色的分离）来应对身份困境，但发现该策略可能因后台变为前台而失效。
Abstract Middle managers often find themselves in a challenging position: They have to impress different audiences in somewhat incompatible ways and represent and enact managerial ideals and expectations that may be detrimental to their work identities. This study explores role distancing as an alluring coping strategy. Role distancing – acts that express separateness between the individual and the enacted role – may enable the professional to do management and give an impressive managerial performance, without becoming a manager. This may seem like the perfect strategy to impress others while escaping identity struggles. Or maybe not. In this study we take a closer look at role distancing among a group of middle managers in higher education and focus on one manager, Manny, in particular over a period of time. We find that what first seemed to be a promising strategy applauded by a backstage audience, turns into a problem in need of its own solution, as backstage also becomes a frontstage. The paper contributes to theory about middle managers, role distancing in professional work and front−/backstage acting.