Are female entrepreneurs ambidextrous leaders? A qualitative study through the lens of social role theory

Purpose The purpose of this study is to examine how female leaders demonstrate ambidextrous leadership behaviors amid perceived role incongruity. Design/methodology/approach This study adopted an exploratory, qualitative approach. Data is collected via interviews with 14 female business owners and analyzed thematically. Findings As entrepreneurs, the female leaders draw on both communal and agentic traits; they also demonstrate both opening and closing leadership behaviors and can switch between leadership behaviors and traits as may be required by the situation. Experiences of gender-specific challenges were less visible for this group, and the female leaders consider all actions taken to ensure business venture success as superseding role expectations of any kind. Research limitations/implications The research design may limit the extent to which the findings can be generalized. Practical implications The study provides insights on issues such as gender equality (SDG 5), reduced inequalities (SDG 10) and uncovers ways to support female leaders or encourage young girls to embrace leadership opportunities and business ownership. Current and future female leaders may also find this study useful to boost self-efficacy and navigate gender-specific leadership challenges. Originality/value This study shows that female entrepreneurs are ambidextrous leaders and gender-related challenges are less visible for female entrepreneurs/business owners. It highlights that consideration for business success is more important to female entrepreneurs than concerns about role incongruity. Also, the study shows that female entrepreneurs need to balance communal traits and agentic traits as well as opening and closing leadership behaviors to successfully lead their business ventures.