Born to Lead: How Parentification Shapes Leadership Behaviors In Organizational Settings
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Authors
Sears Jr, Ernest
Issue Date
2026-05
Type
Dissertation
Language
en
Keywords
Business, Engineering, Science, & Technological Innovation , Educational Leadership & Learning Lifelong , Workforce Development Needs & Industry Alignment , parentification , leadership , family systems theory
Alternative Title
Abstract
Childhood parentification occurs when children assume caregiving responsibilities typically performed by adults within the family system. Although research has examined its psychological and developmental consequences, limited scholarship has explored how these early role reversals influence leadership development and professional functioning in organizations. The problem addressed in this study was the limited understanding of how childhood parentification influences leadership behaviors and organizational resilience in organizational settings. The purpose of this qualitative phenomenological study was to examine how childhood parentification influences leadership behaviors and organizational resilience among adults in leadership roles. Guided by Family Systems Theory and Role Theory, the study examined how early caregiving roles become internalized and expressed in adult contexts. Two research questions explored how parentification influences leadership style and decision-making and the conditions under which these experiences contribute to leadership strengths or challenges. Data were collected through semi-structured interviews with 13 organizational leaders who reported significant caregiving responsibilities during childhood. Interviews were conducted virtually, transcribed, and analyzed using reflexive thematic analysis with iterative coding and theme development. Findings indicated that early caregiving experiences contributed to leadership orientations characterized by anticipatory responsibility and emotional awareness, with organizational context influencing sustainability. Supportive environments strengthened empathy and reliability, whereas high-demand settings increased risks of overextension and blurred boundaries. These findings informed recommendations for leadership development, including training in boundary awareness, emotional regulation, and sustainable responsibility for caregiving-informed leaders.