Date of Award

2-4-2025

Publication Type

Dissertation

Degree Name

Ph.D.

Department

Education

Supervisor

Kara Smith

Rights

info:eu-repo/semantics/openAccess

Abstract

Despite decades of progress toward gender equality, society continues to grapple with the issue of gender discrimination and bias in leadership positions. This paper discusses the phenomenon of the Queen Bee Syndrome, whereby some women in positions of power hinder the progress and success of other women in their workplace. Through a narrative inquiry study of seven women in education, this paper sheds light on the experiences of women who have encountered the Queen Bee Syndrome in their careers. It also examines the underlying factors that contribute to the perpetuation of this harmful behaviour, such as societal expectations and gender norms. The study reveals the impact of the Queen Bee Syndrome on women's advancement in leadership roles and calls for empowering women to address workplace bullying by other women. Despite policies and initiatives aimed at promoting gender equity, male dominance persists in leadership positions. This is evident in the education sector, where women make up a majority of teachers but are significantly underrepresented in principal and superintendent positions and deans and presidents' positions in higher education. This imbalance can contribute to the Queen Bee phenomenon, as women in male-dominated roles may feel pressure to conform to masculine traits and distance themselves from female colleagues. In the thematic analysis of the data, theoretical themes emerged from the literature and the narratives of the seven female participants. The first three, Destructive Leadership Theory, Social Identity Threat, and Social Distance Theory of Power, align with the Queen Bee Phenomenon identified in the literature. The most significant theme that emerged from these stories is the prevalence of abusive behaviour and workplace incivility from female supervisors toward their female subordinates due to their destructive leadership styles. These women shared their experiences of "manipulation, sabotage, and gaslighting by their ""Queen Bee"" superiors. This behaviour impacted their self-esteem, trust in the system, and overall well-being. The narratives in this study uncover how seven women work to maintain their moral compass, move beyond to build autonomy and solidarity and evoke positive change. This research introduces the phenomenon that by disidentifying with the Queen Bee leadership women can create collective change for organizations to move to a more authentic model of leadership. It is through the theory of disidentification, that more voices from diverse groups must be heard to move the needle toward equity. This study contributes to broader discussions about gender equality and encourages action toward addressing the Queen Bee Syndrome as a female leadership paradox."

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