Exploring UAE's female leadership styles in the digital era: motivators and barriers

Wejdan Farhan, Iffat Sabir Chaudhry, Jamil Razmak and Ghaleb A. El Refae

International Journal of Economics and Business Research, 2025, vol. 29, issue 1, 1-27

Abstract: Women's participation in decision-making roles is increasing in the patriarchal society of the UAE. An empirical investigation has been undertaken to determine the differences in leadership styles adopted by women compared with those adopted by men in both the public and private sectors of the UAE, as well as the motivators and barriers faced by women in their leadership roles. A mixed-method approach - survey and interviews - was used to collect data from leaders working in various government organisations and private businesses. Responses from 409 surveys and 24 interviews were analysed using SPSS and thematic analysis, respectively, to test the study hypotheses. The survey found that women leaders mostly adopt a transformational leadership style along with a contingent reward strategy (transactional) to lead employees at their respective workplaces. They mostly avoid a passive approach to leadership compared with their male counterparts. Interviews with female leaders identified how self-development, social impact, and collaborations motivate them, and how a lack of authority, vigilance, and gender stereotypes inhibit them in their leadership roles. The study results have implications for industrial practitioners as well as policymakers in the UAE Government departments concerned with women's empowerment.

Keywords: female leaders; female empowerment; transactional; transformational; laissez-faire; barriers; United Arab Emirates; UAE. (search for similar items in EconPapers)
Date: 2025
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