Women leadership and their experience of internal identity asymmetry at workplace

  • Rida Batool Huazhong University of Science and Technology, Wuhan
  • Iris Zhou
  • Iqra Hafeez
  • Iqra Batool
Keywords: Asymmetry, Identity, Misidentification, Leadership, Women

Abstract

Individuals at the workplace have a lasting interest in how others perceive them and a core desire for others to assert and verify their salient work-related identities. Internal identity asymmetry is encountered when an individual feels misidentified; when they think their work-related identities are not recognized by their peers. This article based on previous literature about women leadership and their experience of Internal Identity at the workplace. Although there is no concrete theory to explain this concept accordingly in this article, we attempt to investigate the concept of internal identity asymmetry with related theories combined. Subsequently, we addressed how women get misidentified and deduce the consequences of experiences of Internal Identity Asymmetry at the workplace. The current study is a conceptual paper and therefore, contributes freshness to this existing literature by integrating the concept of internal Identity asymmetry and women leadership thus, the model can be empirically tested in future research.

References

Abor, P. A. (2015). The effects of healthcare governance and ownership structure on the performance of hospitals in Ghana. International Journal of Law and Management, 57(2), 107–140.

Arnold, K. A., & Loughlin, C. (2013). Integrating transformational and participative versus directive leadership theories: Examining intellectual stimulation in male and female leaders across three contexts. Leadership & Organization Development Journal, 34(1), 67–84.

Barth-Farkas, F., & Vera, A. (2014). Power and transformational leadership in public organizations. International Journal of Leadership in Public Services, 10(4), 217–232.

Becker, S., Miron-Shatz, T., Schumacher, N., Krocza, J., Diamantidis, C., & Albrecht, U.-V. (2014). mHealth 2.0: experiences, possibilities, and perspectives. JMIR mHealth and uHealth, 2(2).

Birasnav, M. (2014). Relationship between transformational leadership behaviors and manufacturing strategy. International Journal of Organizational Analysis, 22(2), 205–223.

Cheung, M. F. Y., & Wong, C.-S. (2011). Transformational leadership, leader support, and employee creativity. Leadership & Organization Development Journal, 32(7), 656–672.

Chib, A. (2013). The promise and peril of mHealth in developing countries. Mobile Media & Communication, 1(1), 69–75.

Cresswell, J. W., & Plano Clark, V. L. (2007). Designing and conducting mixed methods research. Thousand Oaks etc. Sage.

Dwivedi, Y. K., Shareef, M. A., Simintiras, A. C., Lal, B. & Weerakkody, V. (2016). A generalized adoption model for services: A cross-country comparison of mobile health (m-health). Government Information Quarterly, 33(1), 174–187.

Guay, R. P. (2013). The relationship between leader fit and transformational leadership. Journal of Managerial Psychology, 28(1), 55–73.

Field, A., & Miles, J. (n.d.). Discovering statistics using SAS. 2010. London: Sage Publications.

Fincham J.E (2008) Response rates and responsiveness for surveys, standards, and the Journal. Am J Pharm Educ.;72(2):43.

Jones, M., Rattray, J. (2007) Essential elements of questionnaire design and development, Journal of Clinical Nursing, Volume 16, Issue 2, Pages 234-243.

Lee, J. (2008). Effects of leadership and leader-member exchange on innovativeness. Journal of Managerial Psychology, 23(6), 670–687.

Mechael, P., Batavia, H., Kaonga, N., Searle, S., Kwan, A., Goldberger, A. & Ossman, J. (2010). Barriers and gaps affecting mHealth in low- and middle-income countries: Policy white paper. Columbia university. Earth institute. Center for global health and economic development (CGHED): with mHealth alliance.

Parahoo K (2006) Nursing Research: Principles, Process and Issues. 2nd ed. Palgrave Macmillan, Houndmills, Basingstoke

Prasad, B., & Junni, P. (2016). CEO transformational and transactional leadership and organizational innovation: The moderating role of environmental dynamism. Management Decision, 54(7), 1542–1568.

Sattayaraksa, T., & Boon-itt, S. (2016). CEO transformational leadership and the new product development process: The mediating roles of organizational learning and innovation culture. Leadership & Organization Development Journal, 37(6), 730–749.

The Netherland Enterprise Agency (2016), The Kenya Health Sector Market Survey. https://www.rvo.nl/sites/default/files/2016/10/2016_Kenyan_Healthcare_Sector_Report_Compleet.pdf

Valero, J. N., Jung, K., & Andrew, S. A. (2015). Does transformational leadership build resilient public and nonprofit organizations? Disaster Prevention and Management, 24(1), 4–20.

World Health Organization (2011). Mobile Health: New Horizons for health through mobile technologies. https://www.who.int/goe/publications/goe_mhealth_web.pdf

Published
2019-08-26
How to Cite
Batool, R., Zhou, I., Hafeez, I., & Batool, I. (2019). Women leadership and their experience of internal identity asymmetry at workplace. International Journal of Research in Business and Social Science (2147- 4478), 8(5), 295-307. https://doi.org/10.20525/ijrbs.v8i5.489
Section
Articles