The focal article (Miron et al., 2024) asks the important question of how gender influences the effect of managerial power on actions to promote gender equality in the workplace. The authors propose that holding conflicting identities (i.e., gender identity and managerial identity) may lead to differential justice standards. While we agree with the fundamental propositions made in the focal article, we highlight the authors’ either/or identity framework and narrow view of self-schema content as two issues that may be resolved by taking a more complex perspective on identity within the workplace. We specifically propose that by considering the intersection, integration, and breadth of multiple complex identities we can better understand how multiple identities combine to create a more holistic sense of self.
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