Exploring the lived experiences of women behavioral healthcare executives: Journey to the CEO suite.

摘要

In the United States, healthcare is a major industry providing 13.1 million jobs. In hospitals, women comprise 79% of the healthcare workers. Despite these figures, women are failing to achieve executive leadership parity, occupying less than 24% of hospital CEO positions. To address the issue of gender inequality, the experiences of 10 women who have managed to achieve CEO status were explored. A qualitative phenomenological study with semi-structured, taped, transcribed interviews was conducted with a purposive sample of female healthcare executives, from the geographical southwest region of the United States, to explore their lived experiences in obtaining and sustaining a CEO position. Based on the data analysis, a common profile emerged. The female behavioral healthcare CEOs who participated in the study exhibited the following characteristics: (a) a strong dedication to work with linear career progression; (b) migration from clinical to executive careers, and public to private sector employment; (c) experience with gender stereotyping and gender inequality behaviors from executives, colleagues, and subordinates; (d) development of an executive leadership style that blended agentic and communal traits; (e) self- reported failure to achieve a satisfactory work/family balance; and (f) awareness that their gender limited the range of acceptable behaviors that could be exhibited in their organizations. In addition, study findings identified gender-role reversals within family structures where men adjusted their career aspirations and provided primary care responsibilities for children. The lived experiences of the female behavioral healthcare executives contributed to the understanding of possible careers pathways for women. Identification of barriers to advancement and factors associated with success were presented. Further articulation of creditable executive leadership styles for women to examine and emulate, as well as insight into family dynamics that support career aspirations are discussed. Recommendations for future research include the exploration of the motivations of persons engaging in gender inequality behavior, development of programs focusing on discovering successful methods to support women in achieving executive healthcare leadership positions, and an investigation of gender-role reversal associated with family dynamics where women are the primary source of income.