Management self-perception of Iranian women managers in tourism amidst social change

This research examines the convergence of self-perception, tourism management, and social movements among Iranian women. This case study centers on Iranian women's transforming self-perception as tourism managers amidst the country's recent social movement, internationally known by “Women, Life, Freedom”, revolving around women's rights. Qualitative methods were employed to gain deep insights into their approaches to shaping their managerial self-perception. Findings reveal that this social movement has favorably influenced respondents' managerial self-perception, increasing flexibility, compassion, self-awareness, and confidence, while the political upheaval has adversely affected commitment to career. In the aftermath of the recent movement, the interviewees have adopted an increasingly inclusive and less sexist language when discussing themselves and other women, suggesting a promising avenue for future research. This article contributes valuable data to the gender discourse in tourism management and leadership research, and advocates for proactive measures aimed at aiding women managers navigate uncertainties arising from external socio-political dynamics. • Explores gendered views on self-perception in tourism. • Analyzes how social movements affect managers’ SP. • Studies Iranian women's managerial strengths and weaknesses. • Shows how women in tourism management articulate their SP.