Proceedings of The 5th International Conference on Teaching, Learning and Education
How can organisational culture influence the self-efficacy of female Saudi leaders in higher education? (Pilot study)
This study focuses on female Saudi academic leaders in higher education and how organisational culture can affect their leadership self-efficacy. Self-efficacy leadership is a component that distinguishes leaders and enables them to set goals, make creative plans, motivate their employees and endure obstacles. This study investigates this issue by responding to the following research question: to what extent does the organisational culture impact leaders’ performance? Organisational culture is defined as the adoption of beliefs and values in the workplace, as well as regular organisational practices. However, to find an answer to the above question, this study follows the qualitative approach, applying individual interviews as a tool to obtain the findings. The results show that 70% of the organisational culture of higher education is an unresponsive environment characterised as bureaucratic, demotivated and rigid, which impacts the performance of academic leaders. Most of the participants struggled to manage the high workload in the leadership role in terms of completing research alongside other responsibilities (teaching and administrative tasks). They also encountered challenges in terms of enacting change and triggering reward and punishment techniques.
keywords: Women leadership; Higher education; Self-efficacy; Organisational culture.