Exploring the Relationship Between Psychological Empowerment and Leadership Effectiveness among Women in Leadership Positions

Abstract

This study investigates the relationship between psychological empowerment and leadership
effectiveness among women in leadership roles. Utilizing a correlational research design, the
study employed a sample of 300 women leaders from various organizations to examine this
relationship. The sample was purposively selected to ensure relevance to the study's objectives.
Data was collected using a standardized structured instrument titled "Psychological
Empowerment and Leadership Effectiveness Questionnaire," which was validated with a
coefficient index of 0.89. The results revealed a significant positive correlation between
psychological empowerment and leadership effectiveness (r = 0.62, p = 0.005), indicating that
higher levels of psychological empowerment are associated with greater leadership
effectiveness. Additionally, self-efficacy showed a moderate positive correlation with
transformational leadership behaviors (r = 0.57, p = 0.005), and organizational support was
positively related to psychological empowerment (r = 0.65, p = 0.005). Conversely, perceived
gender bias was negatively correlated with psychological empowerment (r = -0.48, p = 0.005),
suggesting that higher gender bias undermines empowerment. Based on these findings, the
study recommends: Implementing empowerment programs to enhance self-efficacy and
autonomy among women leaders. Strengthening organizational support through resources and
recognition. Actively addressing and reducing gender bias in the workplace. Promoting selfefficacy development through challenging projects and feedback. These measures are essential
for improving psychological empowerment and leadership effectiveness among women in
leadership positions.