Abstract
A person altering their language, appearance, and mannerisms may suppress their culture
and personality. These alterations, known as code-switching, may affect how these
leaders are perceived by others and their influence on others. When Black women cannot
be authentic, it may affect how they lead and are perceived by others in the workplace.
The purpose of this qualitative phenomenological Dissertation in Practice is to explore
how code-switching may influence the effective rise to leadership roles of Black women.
This qualitative study used a phenomenological design, specifically using interviews with
Black women leaders to understand their code-switching practices as professionals and
how those practices may affect their leadership and efficacy. Four major themes emerged
from the semi-structured interviews. Those themes are Code-Switching, Leading as a
Black Woman, Discrimination in the Workplace, and Coping Mechanisms. Codeswitching
is used by Black women to better integrate themselves into the dominant
culture for the purposes of advancement, relating better to the dominant culture, and
shielding themselves from discrimination. Five solutions were recommended to be
implemented within the Department of Transportation. These solutions are: the creation
of a Diversity, Equity, and Inclusion Council; DEIA Onboard Training; new curriculum
of courses; DEIA integrated into the management interview process; and Informal,
unpaid affinity groups.
Keywords: Code-switch, Authenticity, Black women leaders, discrimination,
coping mechanism, Diversity, Inclusion, Equity, and Accessibility (DEIA)