Constructing Women Leaders’ Identity in the Context of Saudi Higher Education

Abstract

This qualitative research aims to investigate and understand the construction of leadership identities among female leaders in the context of Saudi Arabian academia, which is argued as an extreme case of gender inequality. By doing so, this research addresses a crucial gap in existing literature. While prior studies have predominantly focused on enumerating the challenges faced by Saudi female leaders, this research aims to delve deeper into how these women construct their leadership identities and navigate their roles amidst formidable obstacles. In order to address the main research question—namely, 'How do women construct their identity as leaders in leadership roles in the Saudi higher education sector, traditionally considered a ‘male domain’ in this context?'—this study employs a social constructionist approach. It integrates Giddens' Structuration Theory (agency-structure) with insights from feminist and gender studies. This theoretical lens acknowledges identity as a socially constructed phenomenon shaped by an individual's active interpretation and reflexive engagement within their social and cultural context, emphasising the role of agency in identity formation. Data for this research were gathered through semi-structured interviews with Saudi women leaders in Saudi higher education. A purposive sampling method selected 40 participants from three public universities in Riyadh, Saudi Arabia. Thematic analysis was applied to analyse and interpret the collected data. The study delves into the intricate roles undertaken by Saudi women, with a particular emphasis on societal expectations related to their roles as mothers, wives, and housewives. It underscores how these societal norms often overshadow professional aspirations, resulting in restricted leadership opportunities for women in Saudi Arabia. The findings of this study shed light on how Saudi women construct their leadership identity through distinct approaches— namely, 'womanhood,' 'motherhood,' 'champion,' and 'diplomatic'. All four of these approaches, despite their differences, share a common objective: challenging societal resistance to women assuming leadership roles in the Saudi context. However, these leaders exhibit resistance and assert their agency in distinct ways. The first group, embracing 'womanhood' and 'motherhood' styles, tends to minimise resistance by aligning with societal expectations and fulfilling prescribed roles for Saudi women. These women recognise that the same system requiring them to embody the 'good Saudi woman'—who should be nice, obedient, and men's followers—is the one that allows them to be leaders, especially if their leadership style aligns with motherhood or womanhood. This strategy allows them to assume leadership roles with reduced social resistance by adhering to traditional norms, suggesting that not all Saudi female leaders perceive these norms as universally detrimental or obstructive. The second group, adopting 'champion' and 'diplomatic' styles, actively challenges societal expectations. They acknowledge substantial limitations imposed by men on female leaders in decision-making and influence. Even within these styles, these leaders operate within the confines of cultural, legal, and systemic constraints, avoiding actions that would exceed these boundaries. Therefore, it is apparent that a multitude of interactions exist between the agency of these women and the structures. This study meticulously identifies and delves into diverse forms of interaction. The first interplay attempts to normalise women's leadership through a variety of strategies. The second interplay attempts to undermine social structures that assert women should lack authority and power. On the other hand, there are interactions that form the most significant structure, which is women's subordination to men. Furthermore, the study also sheds light on the importance of several factors in influencing the leadership identities of Saudi women in higher education. These factors encompass their backgrounds, childhood and parental influences, different educational experiences, family support, and the organisational contexts in which leadership roles are assumed. Finally, this study contributes theoretically by enriching academic literature with a gender perspective, specifically focusing on the female viewpoint within Giddens' Structuration Theory. It not only addresses the existing gap in the literature regarding how Saudi women construct their leadership identities but also illuminates how they exercise agency as leaders, resist structural constraints, and explores the interplay between their agency and the structural context. Additionally, this study holds empirical significance by providing a 'thick description' of the lived experiences, background and challenges faced by Saudi women leaders. It dispels mistaken assumptions in the literature that promote 'one-size-fits-all stereotypes about Arab women' by delving into the unique cultural and societal context of Saudi Arabia, rather than making broad generalisations about the experiences of Saudi women.