There is a dearth of research on how women managers engage in hybrid identity work during their career transitions, and the aim of this study was to fill this gap. Interviews were conducted with 13 Indian women managers in senior and top managerial positions, and the data obtained were analysed using thematic analysis. The narratives indicate that previously disadvantaged groups (Indian women in this case) are caught between subscribing to cultural values and concurrently conforming to organisational norms. Participants’ answers to the question: “Who am I as an Indian female manager?” reveal that during their career ascendency these women engage in a tremendous amount of hybrid identity work and rework related to their self-concept of being an “ideal” Indian female and simultaneously being a “perfect” manager. Nevertheless, in their career transitions to managerial positions, these women are selective in the hybrid identity work they engage in.

中文翻译：

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面具背后：南非公司中印度女性经理人的混合身份工作

关于女性管理者在其职业过渡期间如何从事混合身份工作的研究还很匮乏，而本研究的目的是填补这一空白。与13名印度高级管理人员和高层管理人员进行了访谈，并使用主题分析对获得的数据进行了分析。叙述表明，以前处于不利地位的群体（在这种情况下为印度妇女）介于订阅文化价值观和同时遵守组织规范之间。参与者对以下问题的回答：“我作为印度女性经理人是谁？” 揭示了在她们的职业提升中，这些妇女从事大量的混合身份工作和返工，这与她们的自我观念有关，她们是“理想”的印度女性，同时又是“完美”的经理。不过，