Social and Cultural Capital Factors Contributing to Emirati Women’s Perceived Self-Efficacy to Lead in Higher Education

Despite advancements in leadership roles, Emirati women still encounter challenges in reaching senior positions within higher education. While there is a growing body of academic research that highlights the structural and organizational barriers preventing Emirati women from attaining leadership roles, limited studies focus on how social and cultural capital influences their leadership self-efficacy. Social and cultural capital, developed through education, shared values, civic engagement, mentorship, and personal relationships, facilitates career advancement by providing access to critical resources and opportunities. Leadership self-efficacy, the belief in one’s ability to lead effectively, is a key factor in career progression. This study employs an explanatory mixed-methods approach to explore how social and cultural capital influences the leadership self-efficacy of Emirati women in higher education. The research was conducted across higher education institutions in the UAE, involving Emirati women in leadership roles. The quantitative phase utilized a web-based survey to assess social and cultural capital and leadership self-efficacy. PCA and multiple regression analysis determined key predictive factors. The qualitative phase involved interviews, which were analyzed thematically to provide deeper insight into participants’ experiences. Findings indicate that social and cultural capital significantly shape leadership self-efficacy. Factors such as cultural experiences, communication, mentorship, civic engagement, and trust enhance confidence in leadership abilities. This study contributes to the growing body of research on Emirati women leaders, emphasizing the role of social and cultural capital in influencing leadership self-efficacy.