This article analyzes the issue of implementing modern approaches to the development of managerial competencies among women leaders. The research show that various social factors influence the formation of key competencies such as effective organizational management, strategic decision-making, communication, and problem-solving. These factors include family responsibilities, the work environment, national mentality, and gender stereotypes in society. It is also noted that there is a need to apply both individual and institutional approaches to developing women’s managerial competencies. The article emphasizes the importance of a targeted policy aimed at ensuring gender equality and overcoming social stereotypes. In addition, practical suggestions and recommendations are presented to support women leaders and develop their modern competencies through special programs, training, and coaching aimed at unlocking their potential. The study employs a sociological approach using quantitative methods. A questionnaire survey was conducted among more than 300 women leaders at various levels of public administration. Statistical analysis of respondents’ answers was used, along with secondary analysis of regulatory documents and scientific literature. The scientific novelty of the study lies in a comprehensive sociological analysis of modern methods for developing managerial competencies of women leaders in Uzbekistan based on extensive empirical data. For the first time, a survey of more than 300 women leaders at different levels of public administration was conducted, providing up-to-date data on barriers (gender pressure – 56%, lack of skills – 49%, lack of acceptance within teams – 45%) and priority areas for competency development. The novelty also lies in identifying regional characteristics of gender barriers, analyzing the positive impact of women leaders on society (32% – adaptability and fairness, 26% – innovative solutions, 18% – teamwork), and key success factors (family support – 75%, gender policy – 58%, professional development – 46%). The study further contributes to existing research by offering recommendations for integrating international experience (such as Harvard DCE programs and GIZ internships) into the national training system.
Djavoxira Akbarovna Xaydarova (Mon,) studied this question.