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The purpose of this paper is to contribute to the developing literature on entrepreneurship and identity by exploring the multidimensionality of older (50+) British women entrepreneurs’ identity. By using positionality as a lens, greater insight into the complexity of the lived multiple identities of older women entrepreneurs is explored.

A total of 12 in-depth qualitative interviews took place throughout the UK seeking to capture the various experiences of how older women engage with intersecting discourses surrounding enterprise culture and ageing whilst constructing their identities.

Overall, findings evidence the outcomes of these intersecting dimensions are largely positive and demonstrate the life enhancing benefits of these overlaps. Whilst tension was evidenced between age and how these women entrepreneurs perceive their entrepreneurial identities, as well as some constraints between identity as “mother” and “entrepreneur”, overall synergy was found between the intersection of older women entrepreneurs’ social identities and their entrepreneurial identity. It must be noted, however, that this synergy was heavily reliant on context and stage of life for these women.

This paper challenges the traditional discourse of entrepreneurship, which produces a homogenous view of entrepreneurs and omits key historical and social variables in the process of identity formation. The current paper adds to increasing calls to develop more sophisticated ways of measuring and understanding entrepreneurship and its impacts. The authors echo calls throughout the most recent literature to move away from the agency agenda and pursue lines of enquiry that examine entrepreneurship as a process in contexts that are underpinned by both agency and external factors.

Leadership theories have moved from viewing leadership as an innate trait, towards models that recognise leadership as a social construction. Alongside this theorisation, gender and leadership remain of considerable interest, particularly given the under-representation of women in leadership positions. Methodological approaches to understanding leadership have begun to embrace innovative methods, such as historical analyses. This paper aims to understand how high profile women leaders construct a gendered leadership identity, with particular reference to authentic leadership.

Thematic analysis of autobiographies, a form of identity work, of four women leaders from business and politics: Sheryl Sandberg, Karren Brady, Hillary Clinton and Julia Gillard.

Analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader.

The study reveals that despite attempts to “craft” and control the image of the authentic self for consumption by followers, gendered media representations of individuals and leadership remain. Thus, alternative approaches to crafting an authentic leadership self which extend beyond (mainstream) media is suggested.

This review is based on “Gender, authentic leadership and identity: analysis of women leaders’ autobiographies” by Kapasi et al. (2016). Given the under-representation of women in leadership positions, attempts to uncover reasons why remain of interest.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. This paper uses the autobiographies of four high-profile women leaders to understand how they construct a gendered leadership identity, with particular reference to authentic leadership.

The paper reviewed found that analyses reveal that these women construct gender and leadership along familiar normative lines; for example, the emphasis on personal and familial values. However, their stories differ in that the normative extends to include close examination of the body and a sense of responsibility to other women. Overall, media representations of these “authentic” leaders conform to social constructions of gender. Thus, in the case of authentic leadership, a theory presented as gender neutral, the authenticity of leadership has to some extent been crafted by the media rather than the leader.

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