Date of Award

2024

Document Type

Dissertation

Degree Name

Doctor of Business Administration (DBA)

Department

School of Business

First Advisor

Debby Thomas, PhD, Chair

Second Advisor

Paul Shelton, PhD, Member

Third Advisor

Catherine Pratt, EdD, Member

Abstract

This qualitative study examined the lived experiences of female leaders in the U.S. construction industry. A narrative method and methodology was used incorporating Mezirow’s (1978) transformative learning, Super’s (1957) career development, and Cooperrider et al. 's (2008) appreciative inquiry theories. The primary research question: How do women currently leading at their respective construction firms make meaning of their leadership development experiences? Eight interpretations emerged. First, leadership development experiences occur in non-formal settings, since childhood, and rarely follow a linear path. Second, company culture or the perspective and bias of upper management strongly dictate the opportunities and occurrences of female employment, professional growth and leadership roles. Third, it takes a unique combination of skill and personality for women to find satisfaction and success in the construction industry. Fourth, it is a fallacy to disregard the importance of happenstance and chance concerning career paths, decision-making and leadership development. Fifth, becoming a female leader in the construction industry requires individual characteristics that enable and allow continuous learning, personal and professional growth and transformation...continuously. Sixth, there exists intense cognitive dissonance, hesitation and confusion surrounding the definition, meaning and use of the term/s ‘leader’ and ‘leadership.’ Seventh, women currently leading in the construction industry came to do so without intention. Eighth, female leaders in the industry are overwhelmingly positive and hopeful about the role and significance women will have in the future.

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