This paper examines how organizational culture shapes women’s leadership in two contrasting contexts: professional organizations in Switzerland and the educational system of Arab society in Israel. Drawing on leadership and organizational culture theory, as well as gender and educational management research, the study explores how formal structures, informal networks, and sociocultural norms influence women’s access to leadership positions, leadership styles, and professional legitimacy. Particular attention is given to the role of cultural expectations, ethical leadership, and empowerment in mediating gendered barriers. The analysis integrates the work of Yordanova on leadership and organizational culture, highlighting how institutional values and social environments condition leadership behavior and effectiveness. The findings suggest that while both contexts differ in political, social, and cultural structures, inclusive and participatory organizational cultures in each setting can function as catalysts for women’s leadership and broader sociocultural change.
Faris et al. (Sat,) studied this question.