Riffa Fathima Syed
Ms Riffa Syed is a PhD psychology student at Heriot-Watt University, Dubai. Her research focuses on the gender-work identity conflict that female leaders encounter, as they face challenges posed by traditional gender roles alongside modern leadership expectations in the UAE. Through her work, she aims to investigate the cultural, internal, social, and organizational factors that shape these experiences, while seeking to provide insights into the barriers women face in leadership positions and proposing strategies to address these conflicts in the UAE context.
Gender-Work Identity Conflict Among Female Managers in the United Arab Emirates: A Scoping Review of Psychological Mechanisms and Research Gaps
Gender-work identity conflict among female managers in the United Arab Emirates (UAE) represents a critical yet underexplored area in leadership and identity research. While existing studies provide insights into the presence and outcomes of this conflict, there remains a notable gap in understanding the deeper psychological mechanisms that underlie these experiences. This scoping review aims to assess the prevalence and nature of gender-work identity conflict among female managers in the UAE, explore the mechanisms contributing to this conflict, and identify literature gaps to guide future research.
A systematic search across four major databases identified 55 relevant studies that met the inclusion criteria. Analysis of these studies revealed four main findings. First, family and social support systems provide psychological empowerment for female managers but are often conditional upon prioritizing family responsibilities, which can limit autonomy and authority in leadership roles. Second, women leaders frequently adapt their leadership styles to align with cultural expectations, often adopting ‘soft’ or cooperative approaches. Although these adjustments facilitate social acceptance, they may also compromise authenticity and satisfaction in professional roles. Third, the psychological toll of navigating conflicting roles is evident, with female managers experiencing significant stress, self-doubt, and diminished well-being. Fourth, organizational policies often lack cultural sensitivity and fail to provide flexible support that could alleviate identity conflict.
In addition to these findings, significant gaps remain in understanding the psychological processes that underpin gender-work identity conflict. Further research should explore constructs such as identity compartmentalization, self-concept clarity, psychological flexibility, and impression management to identify coping strategies and resilience factors unique to women in leadership in the UAE. Insights from this research could inform the development of culturally sensitive policies, mentorship programs, and support systems that more effectively support female leaders facing identity conflict in the region.