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Lookup NU author(s): Dr Sandra Corlett, Professor Sharon MavinORCiD
This is the authors' accepted manuscript of an article that has been published in its final definitive form by Sage Publications Ltd., 2019.
For re-use rights please refer to the publisher's terms and conditions.
Managers are meant to be ‘in control’ and confident. They are not meant to be vulnerable. A common response when managers experience vulnerability may be to conceal it and protect themselves through identity work. This may close down learning opportunities. We reconceptualise vulnerability for identity work and managerial learning by drawing upon Butler’s theory of vulnerability. Analysing interviews with middle and senior managers and presenting our own reflexive learning, we address a lack of empirical accounts of managers’ experiences of vulnerability. We offer three processes of relational vulnerability for identity work and managerial learning: 1) recognising and claiming vulnerability; 2) sharing vulnerability with trusted others and developing social support and; 3) recognising alternative ways of conceptualising and responding to vulnerability. We raise consciousness to the value for identity work and practical utility for managerial learning in enabling managers to develop social support with trusted others, and offering opportunities for managers and management educators to influence and develop organisational cultures supportive of managerial learning.
Author(s): Corlett S, Mavin S, Beech N
Publication type: Article
Publication status: Published
Journal: Management Learning
Year: 2019
Volume: 50
Issue: 5
Pages: 556-575
Print publication date: 01/11/2019
Online publication date: 22/10/2019
Acceptance date: 01/07/2019
Date deposited: 11/07/2019
ISSN (print): 1350-5076
ISSN (electronic): 1461-7307
Publisher: Sage Publications Ltd.
URL: https://doi.org/10.1177/1350507619865650
DOI: 10.1177/1350507619865650
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