Sustainable authentic leadership practices among female corporate leaders during times of crises: A qualitative inquiry

Sprenkle Jones, Lisa

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https://hdl.handle.net/2142/129406 Copy

Description

Title

Sustainable authentic leadership practices among female corporate leaders during times of crises: A qualitative inquiry

Author(s)

Sprenkle Jones, Lisa

Issue Date

2025-04-17

Director of Research (if dissertation) or Advisor (if thesis)

Huang, David

Doctoral Committee Chair(s)

Huang, David

Committee Member(s)

• Li, Jessica
• Hood, Denice
• Lee, Sharon

Department of Study

Educ Policy, Orgzn & Leadrshp

Discipline

Educ Policy, Orgzn & Leadrshp

Degree Granting Institution

University of Illinois Urbana-Champaign

Degree Name

Ed.D.

Degree Level

Dissertation

Keyword(s)

• Authentic Leadership
• Female leaders
• women leaders
• Crisis Leadership
• Leadership Development
• Executive Development
• Resilience

Abstract

The COVID-19 global pandemic has placed a spotlight on leadership, highlighting the need for individual leaders to navigate ambiguous and often challenging situations while fostering collaboration, alignment, and engagement. The design of work has shifted from fully in-person to virtual and hybrid arrangements, which has added a layer of complexity to a work environment that has been drastically transformed. This study used the lens of authentic leadership (AL) to explore sustainable leadership practices among female corporate leaders through times of uncertainty. The research questions that guided the study included: 1. How do female leaders demonstrate the qualities of authentic leadership during a crisis, such as a pandemic? 2. What have female leaders learned about their leadership capabilities during the COVID 19 global pandemic? 3. How have leadership approaches and behaviors changed during the pandemic? In the parameters of the qualitative design, the research included 11 female leaders in global Fortune 500 organizations based in North America. Semistructured interviews revealed stories through which participants shared how they perceived themselves as having effectively demonstrated leadership capabilities. The industries sampled included financial services, pharmaceuticals, and biotechnology. Findings highlighted how female leaders closely aligned with AL principles and demonstrated resilience, adaptability, and a strong emphasis on relationship-driven leadership, which contributed to organizational stability. However, traditional AL frameworks did not fully address certain challenges, such as navigating hybrid work environments, initial inclusive decision making, setting priorities, and maintaining well-being. From the research, the author has developed the following definition of AL for high-performing female leaders: An authentic female leader is deeply self-aware, leveraging strengths and seeking areas for further growth. She leads with purpose, building genuine relationships through intentional listening and transparent communication. She cultivates trust through consistency, openness, and integrity, championing collaboration over competition. Committed to the success of both the organization and the team, she fosters inclusive decision making, invites diverse perspectives, and invests in the growth and potential of others. In moments of challenge or crisis, she demonstrates unwavering confidence and resilience, inspiring hope and optimism in those she leads. This study suggests that although AL theory remains a valuable foundation for leadership during crises, it may be challenging to address emerging workplace demands, including remote team management, inclusive decision making, and sustaining engagement in digital work settings. The study has implications for human resource development and leadership development, advocating for structured development programs, mentorship, coaching, and resilience-building initiatives to support female leaders. The study also contributed to the growing body of research on leadership during times of uncertainty.

Graduation Semester

2025-05

Type of Resource

Thesis

Handle URL

https://hdl.handle.net/2142/129406

Copyright and License Information

Copyright 2025 Lisa Sprenkle Jones

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