Date of Conferral

4-30-2026

Degree

Ph.D.

School

Psychology

Advisor

Anthony Muscarella

Abstract

The absence of comprehensive field-specific leadership theories leaves oncology social work leaders insufficiently equipped to navigate organizational challenges such as policy shifts, financial pressures, and workforce dynamics. The purpose of this qualitative grounded theory study was to generate an explanatory theory of leadership grounded in the experiences of social work leaders practicing in oncology settings. The grounded theory and a conceptual framework on leadership processes, ethical identity, and organizational context guided this study. Data were collected through semistructured interviews with 12 oncology social work leaders in the United States. Five categories emerged and were analyzed using the constant comparative method: (a) pathways into leadership, (b) core leadership orientation, (c) challenges faced, (d) adaptive leadership strategies, and (e) organizational culture. Findings revealed that leadership in oncology social work does not derive from positional authority or formal roles, but rather emerges as a values-based, relational, and adaptive process shaped by ethical identity, contextual demands, and organizational culture. The study generated a grounded theory, values-based adaptive leadership in oncology social work, that explains how leaders sustain professional influence within hierarchical healthcare systems by anchoring their leadership actions in social work ethics while strategically adapting to organizational conditions. The implications for positive social impact include the potential for oncology social work leaders and industry professional organizations to implement this practice-specific theoretical framework to advance leadership development, inform professional education, and strengthen organizational support within psychosocial oncology settings.

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