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The ability of individuals to accommodate the emotional transition into roles requiring the construction of a leader identity is an under-researched phenomenon. To address this research gap we consider the experience of 32 nurse managers undergoing a leadership development programme, exploring how an emotional attachment to their professional group identity may cause identity conflict during the construction of a managerial leader identity. We consider how competing desired identities can result in negative emotional experiences, calling into question existing work, which assumes that desired group identities are congruent with leader identities. Our work suggests that identity work can mitigate identity conflict at the individual level, enabling nurse managers to function in their role, but emotional distress will continue due to a perceived loss of professional identity and group influence. We contend it is only by eschewing an emotional attachment to a professional group identity that nurse managers will be able to overcome this negative emotional experience.
