Michelle Kirkinis Bellingan

This study critically examines the role congruity challenges faced by Female Managers in the United Arab Emirates private sector and the impact of these challenges on perceptions of workplace psychological safety. Despite efforts toward diversity and inclusion, Female Managers continue to encounter entrenched gender biases that undermine their professional credibility and hinder their career progression. Masculine/agentic leadership norms remain firmly entrenched in organisational leadership expectations, thus creating misalignment between socially expected communal traits of Female Managers and assertiveness deemed necessary to be effective in leadership roles. Findings reveal that Female Managers who do assert themselves face exclusionary behaviours and backlash which subsequently undermines their perceptions of psychological safety and discourages open workplace dialogues. Practical recommendations highlight the need for targeted interventions, such as bias reduction training and continuous team coaching to address organisational culture balancing towards inclusion and strengthening the presence of psychological safety for Female Managers.