Proceedings of The 5th International Conference on Teaching, Learning and Education
How might the organisational culture influence the self-efficacy of Saudi women leaders in higher education? (Pilot study)
This study focuses on Saudi women academic leaders in higher education, and how the organizational culture might affect their leadership self-efficacy. Self-efficacy leadership is a component that distinguishes leaders and enables them to set goals, making a creative plan, motivate their employee and endure obstacles (Schwarzer, 2014). The study will investigate this issue through responding to the following research question: To what extent the organizational culture impacted their performance? The orgnisational culture is defined as the adoption of beliefs and values in the workplace, as well as regular organisational practices (Saad and Abbas, 2018). However, to find the answers, this study follows the qualitative approach, applying individual interviews as an instrument to obtain the findings. The results show that 90% of the organisational culture of higher education is an unresponsive environment characterised as bureaucratic, demotivated, and hard to change, which impacts the performance of academic leaders. The majority of the participants struggled to manage the high workload of work in the leadership role in terms of completing the research alongside other responsibilities (teaching and administrative tasks). They also encountered challenges in terms of enacting change and triggering the reward and punishment techniques.
keywords: Women leadership, Higher education, Saudi Arabia, Self-efficacy, Organisational culture.