This study aims to examine how gendered norms and institutional contexts shape leadership in the Gulf Cooperation Council (GCC) public and nonprofit sectors. It explores gender differences in leadership styles, the mediating role of organizational culture and how male leaders adapt to feminized expectations in nonprofit settings.
A qualitative, interpretive approach was adopted, grounded in feminist theory, organizational sociology and leadership scholarship. Secondary data from policy documents, sectoral reports, media narratives and academic literature across six GCC countries were analyzed. Purposive sampling ensured contextual relevance and cross-sectoral representation. Thematic analysis with manual coding identified gendered leadership patterns, institutional mediation, and adaptive strategies. Triangulation, cross-coding and reflexive memoing strengthened rigor.
Women leaders primarily display transformational behaviors, while men exhibit transactional, hierarchical traits. Institutional cultures favor masculine-coded attributes, limiting women’s strategic authority. In feminized nonprofit sectors, adaptive male leaders align with relational norms, whereas resistant leaders face cultural misalignment. National reforms have increased visibility but often remain symbolic rather than empowering.
Reliance on secondary data limits insights into lived experiences and intersectional dimensions, suggesting the need for longitudinal and comparative studies.
Organizations should revise evaluation systems, foster mentorship and support adaptive leadership aligned with gender-inclusive norms.
Findings inform policies to advance culturally sensitive, equitable leadership in the GCC.
The study advances GCC gendered leadership research by integrating leadership, gender role and representative bureaucracy theories. It highlights hybrid leadership, men’s adaptive strategies and structural constraints, providing contextually grounded insights for leadership development, inclusive policy and equitable governance.
