Women in social work leadership in Saskatchewan: The myth of shattering the glass ceiling

Abstract

The purpose of this qualitative research was to enhance knowledge about the experiences of women in the 1% of marginalized leadership representation statistics in Saskatchewan in the field of social work. Through an intersectional feminist framework, based on the interrelatedness of our social identities, both privileged and oppressed; narrative interviews were completed with five women. The participants identified as belonging to the LGBTQ2S+, BIPOC, disability and/or trans communities. Within the social work leadership sector, the women have held upper management, director, and CEO positions. Data was analyzed through a case-by-case analysis and a thematic analysis. Several key findings emerged from the research: Social workers in upper management positions demonstrate a commitment to relational values in their leadership perspectives. Women encounter micro, mezzo and macro fractures within the profession. Women face intersecting forms of oppression, and do not relate to the metaphor of the glass ceiling in leadership. When it comes to leadership styles, humanistic and collaborative leadership models are embraced by social work leaders. Finally, mentorship is a profound legacy in the momentum of creating future leaders. This thesis offers a comprehensive exploration of leadership within the context of social work, focusing on the perspectives of marginalized women in leadership roles in Saskatchewan. The findings highlight the significance of the disruption of gendered leadership roles, and the multiple intersecting forms of oppression and privilege women in leadership contend with in their everyday work. Readers are brought to consider, through the unique and collective perspectives offered by participants, the importance of expanding and redefining the meaning of leadership in social work.