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Identity Strategies for the Personal Development of Managerial Elites in Romania

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Florentina Scarneci-Domnisoru

The book explains managerial performance through self-identity aspects. It proposes identity instruments for the evaluation, prognosis and growth of managerial performance. A qualitative study was performed on Romanian managers to discover the identity conditionings of managerial potential (a grounded theory study). Also, a quantitative pilot study was performed on Romanian managers and non-managers for refining the theoretic model of identity conditionings of the managerial potential. The book can be a useful tool for those trying to use mixed research methods within complex studies, for those who aim to study the identity of managers and to explain and make prognoses about managerial potential and managerial performance from an identity point of view.
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I. Introduction

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In this chapter, I will be describing what I have been following, the objectives that were the foundation of the theoretical and empirical approaches for this PhD. I will point out the contents of the parts and chapters of this dissertation, I will briefly present the conclusions that I have reached, as well as the general definitions of the terms that I have been working with.

Identity, such as it was approached throughout this dissertation, is personal identity, (or individual identity), the one given by a person’s own definition of itself, by self-identification; it is self-identity, the identity established for one self, subjective identity. I have conceptualised personal development as self-accomplishment, as an active identity accumulation, not an accidental one. The managers that I have studied have leadership positions (which are in charge of at least three other people) in the private business. They are team leaders, heads of departments or they run businesses (owned by others or their own). Performance in management is defined as having an important leadership position (with more subordinates, bigger and more numerous responsibilities, with greater turnover).

I chose to study people in management positions because the performance of their teams, of their departments and institutions depends on them. The good functioning of businesses, organisations, institutions and of society in general depends on how effective these people are. If the efficiency of state run or private institutions and organisations depends on the efficiency of these people, then this matter...

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