Balancing Roles and Leading Performance: Examining the effect of organizational culture on work-Life balance and women’s leadership performance in public organizations: A case study of Amhara National Regional State

Abstract

This study aims to explore how organizational culture influences the work-life balance and performance of women managers. Adopting an explanatory research design and employing quantitative approach, data were collected through a questionnaire survey among n = 416 randomly selected individuals working at various organizations within the Amhara National Regional State of Ethiopia. Once the data measurement instruments were established for validity and reliability, analysis of the data was carried out using STATA version 14. Structural equation modeling (SEM) was then employed to examine the pathways between variables. The empirical findings demonstrate that organizational culture exerts a direct impact on both female leadership performance and work-life balance. Furthermore, the analysis confirms a meaningful, positive correlation connecting organizational culture, personal-professional balance, and women's managerial effectiveness. By exploring these dynamics within public institutions, this paper addresses a critical deficiency in existing literature. Given these insights, the study advises executing comprehensive work-life balance frameworks throughout public institutions and calls for the formulation of policies that foster gender-responsive cultural environments across the broader national public sector.