Scholars recognise gendered identity work as an important process for women leaders in overcoming tensions and contradictions between their gendered and professional social identities. This is particularly relevant to daughters in family business who often encounter cultural and familial gendered norms that position women as inappropriate for family business leadership. Despite this, there is limited understanding of how women leaders in family business employ gendered identity work to manage the competing identities relevant to their daily working lives. In addressing this gap, and answering the call for greater engagement with gender theory in family business research, the current study undertakes a novel approach within family business research by combining an identity work lens with doing gender well and/or differently. In doing so, this thesis produces empirical insights that advance current knowledge of gendered identity work and gendered relations in family business as well as gendered identity work more broadly. This was achieved through an exploratory qualitative inquiry drawing on in-depth interviews with 14 women leaders in family businesses in the Republic of Ireland. The empirical study found that women engage in different forms of gendered identity work—Blending in, Complementing, Unsettling and Challenging the Gendered Norm—to manage their competing identities. Moreover, it evidenced how these different forms of identity work related to various gender practices associated with doing gender well, doing gender differently and doing gender well and differently simultaneously. These findings advance knowledge of how family business women’s attempts at doing gender well and differently relate to how they manage their competing identities in their daily working lives. Implications for practice, limitations and avenues for future research are extended.