Date of Award
Spring 4-18-2024
Document Type
Dissertation
Degree Name
Doctor of Education (EdD)
Department
Organizational Leadership
First Advisor
Linda Kimble
Second Advisor
Marilou Ryder
Third Advisor
Marylou Wilson
Abstract
Purpose: The purpose of this sequential, explanatory mixed-methods study was to identify and describe personal power tactics that female Chief Executive Officers of behavioral health nonprofit organizations employ to overcome four identified self-sabotaging behaviors from the Self-Sabotaging Framework adapted from Lerner (2012) and Ryder and Briles (2003).
Methodology: This sequential mixed methods research study deployed a phenomenological approach to identify and describe the lived experiences of six female Chief Executive Officers of behavioral health nonprofit organizations in California. Data collection included interviews consisting of eight semistructured questions and 28 survey questions. Interviews were recorded and transcribed to support data analysis and identify themes related to the research questions.
Findings: Data analysis indicates that female CEOs of behavioral health non-profit organizations engage in self-sabotaging behaviors of thinking too small, fear and worry, holding back, and not taking time for reflection. Participants used the following personal power tactics to overcome self-sabotaging behaviors: Embracing new and complex experiences with courage and determination, demonstrating confidence and prioritizing community needs, prioritizing organizational goals over fear, engaging in well-established personal and professional relationships, engaging in strategic self-analysis, awareness of cultural influences and family upbringing, and engaging in self-awareness/self-reflection.
Conclusions: The study indicated that female CEOs of behavioral health nonprofit organizations engage in self-sabotaging behaviors throughout their careers. Female CEOs of behavioral health nonprofits use a variety of power tactics to overcome self-sabotaging behaviors. Self-awareness/Self-Reflection was the most referenced power tactic all female CEOs of behavioral health nonprofit organizations used to overcome self-sabotaging behaviors.
Recommendations: Further research is recommended to identify women's self-sabotaging behaviors in other populations within behavioral health nonprofits outside California. Further research is also recommended to determine the impact of education components in behavioral health and the effect on decreased self-sabotaging behaviors or increased self-awareness.
Recommended Citation
Salgado, Jennifer, "Self-Sabotaging Behaviors of Female Chief Executive Officers of Behavioral Health Organizations and Power Tactics Used to LeadHERship" (2024). Dissertations. 571.
https://digitalcommons.umassglobal.edu/edd_dissertations/571