Abstract
The healthcare industry is a dynamic, multi-faceted/inter-dimensional, innovative, complex system that is in constant change impacted by internal and external forces of which continue to be led in a traditional dominant culture leadership hierarchy. White males, the dominant culture in healthcare hierarchy, hold the greatest percentages of health system C-suite and senior vice-president positions. While the majority of the healthcare workforce (direct patient care and supervisory management) is dominated by women. This study’s literature shows a steady and slow growth over the years of women in executive healthcare leadership positions. There is a minimal increase in all women of color and an even smaller percentage of Black women leaders (BWLs) holding healthcare executive roles. The lived experiences of BWLs in healthcare are what this study detailed in order to understand why there are not more of them in executive healthcare roles. Identification of barriers to advancement were due to the stereotypes associated with the intersectionality of gender, race, culture, and age. The phenomena identified through
semi-structured interviews, artifacts, and specially selected text demonstrated the
facilitators the BWLs use to overcome and advance beyond the barriers set for them by the healthcare industries’ implicit and unconscious biases. The use of a diversity, equity and inclusion program that emphasizes healthcare leadership education and training is suggested as an opportunity to progress BWLs into executive leadership roles.
Keywords: executive healthcare leaders, women of color in leadership,
intersectionality, healthcare organizational leadership, diversity management, Black women in leadership, Strong Black Woman, Black Feminist Thought.