Scopus

46

Citation

Dimension

282

Citation

Journal of Social Knowledge Education (JSKE)

an Open Access Journal

Pathways to Women’s Leadership in Cambodia’s Decentralized Public Administration: A Qualitative Study

Sour Sokh
Royal University of Phnom Penh ROR
Cambodia
sokhsour@gmail.com
Tyviro Nam
Royal University of Phnom Penh ROR
Cambodia
Vybol Chea
Royal University of Phnom Penh ROR
Cambodia
Share

  • Purpose of the study: This study explores women’s leadership pathways within Cambodia’s sub-national administrations. It examines how women attain leadership positions, develop leadership capability, and navigate organizational and socio-cultural challenges that shape their leadership experiences in decentralized public administration.

    Methodology: A qualitative exploratory design was used. Data were collected through two individual and seven group semi-structured interviews involving 25 women leaders and officials from provincial, municipal, district, and provincial departmental administrations. The Khmer-language interviews were transcribed, translated into English, and analyzed using reflexive thematic analysis.

    Main Findings: Three interrelated themes were identified: becoming women leaders, developing leadership capability, and negotiating and sustaining leadership. The findings demonstrate that women’s leadership develops through the interaction of personal agency, family and organizational support, continuous professional learning, and resilience in addressing organizational and socio-cultural barriers within decentralized public administration.

    Novelty/Originality of this study: This study proposes an empirically grounded framework of women’s leadership pathways within decentralized public administration. It advances leadership and public administration scholarship by explaining how personal, organizational, and institutional factors interact to shape women’s leadership development and strengthen inclusive local governance in an under-researched developing-country context.

  • How to cite

    [1]
    S. Sokh, T. Nam, and V. Chea, “Pathways to Women’s Leadership in Cambodia’s Decentralized Public Administration: A Qualitative Study”, Jo. Soc. Know. Ed, vol. 7, no. 5, pp. 575–588, Sep. 2026, doi: 10.37251/jske.v7i5.3617.

    More Citation Formats

  • 37
    Abstract views
    37
    Downloads

    Metrics — Badges

    1. M. Van Wart, “Lessons from leadership theory and the contemporary challenges of leaders,” Public Adm. Rev., vol. 73, no. 4, pp. 553–565, Jul. 2013, doi: 10.1111/puar.12069. DOI: https://doi.org/10.1111/puar.12069
    2. L. Backhaus and R. Vogel, “Leader training in the public sector: Can micro-interventions at the pre-training stage enhance public leaders’ motivation to develop?,” Int. Public Manag. J., vol. 28, no. 5, pp. 680–697, Sep. 2025, doi: 10.1080/10967494.2025.2460639. DOI: https://doi.org/10.1080/10967494.2025.2460639
    3. L. Backhaus and R. Vogel, “Leadership in the public sector: A meta‐analysis of styles, outcomes, contexts, and methods,” Public Adm. Rev., vol. 82, no. 6, pp. 986–1003, Nov. 2022, doi: 10.1111/puar.13516. DOI: https://doi.org/10.1111/puar.13516
    4. A. H. Eagly and L. L. Carli, Through the labyrinth: The truth about how women become leaders. Harvard Business School Press, 2007.
    5. H. F. Pitkin, The concept of representation. University of California Press., 1967.
    6. D. Dahlerup, “From a small to a large minority: Women in scandinavian politics,” Scand. Polit. Stud., vol. 11, no. 4, pp. 275–298, Dec. 1988, doi: 10.1111/j.1467-9477.1988.tb00372.x. DOI: https://doi.org/10.1111/j.1467-9477.1988.tb00372.x
    7. OECD, Government at a Glance 2023. in Government at a Glance. OECD Publishing, 2023. doi: 10.1787/3d5c5d31-en. DOI: https://doi.org/10.1787/3d5c5d31-en
    8. UN Women., Women’s Leadership and Political Participation. United Nations., 2024.
    9. J. V. Denhardt and R. B. Denhardt, The New Public Service: Serving, Not Steering, 0 ed. Routledge, 2015. doi: 10.4324/9781315709765. DOI: https://doi.org/10.4324/9781315699356
    10. J. Acker, “Hierarchies, jobs, bodies: A theory of gendered organizations,” Gend. Soc., vol. 4, no. 2, pp. 139–158, Jun. 1990, doi: 10.1177/089124390004002002. DOI: https://doi.org/10.1177/089124390004002002
    11. A. H. Eagly and S. J. Karau, “Role congruity theory of prejudice toward female leaders.,” Psychol. Rev., vol. 109, no. 3, pp. 573–598, 2002, doi: 10.1037/0033-295X.109.3.573. DOI: https://doi.org/10.1037/0033-295X.109.3.573
    12. R. J. Ely, H. Ibarra, and D. M. Kolb, “Taking gender into account: Theory and design for women’s leadership development programs,” Acad. Manag. Learn. Educ., vol. 10, no. 3, pp. 474–493, Sep. 2011, doi: 10.5465/amle.2010.0046. DOI: https://doi.org/10.5465/amle.2010.0046
    13. S. G. Bishu, M. Sabharwal, and R. Reyes, “Careers of women public managers: Career needs of women public managers across generations,” Public Adm. Rev., vol. 83, no. 1, pp. 163–180, Jan. 2023, doi: 10.1111/puar.13548. DOI: https://doi.org/10.1111/puar.13548
    14. S. G. Bishu and N. Heckler, “Women and men municipal managers doing and undoing gender,” J. Public Adm. Res. Theory, vol. 31, no. 3, pp. 489–505, Jun. 2021, doi: 10.1093/jopart/muaa052. DOI: https://doi.org/10.1093/jopart/muaa052
    15. D. A. Rondinelli, “Government decentralization in comparative perspective: Theory and practice in developing countries,” Int. Rev. Adm. Sci., vol. 47, no. 2, pp. 133–145, Jun. 1981, doi: 10.1177/002085238004700205. DOI: https://doi.org/10.1177/002085238004700205
    16. D. A. Rondinelli, “Implementing decentralization programmes in Asia: A comparative analysis,” Public Adm. Dev., vol. 3, no. 3, pp. 181–207, Jul. 1983, doi: 10.1002/pad.4230030302. DOI: https://doi.org/10.1002/pad.4230030302
    17. D. A. Rondinelli and J. R. Nellis, “Assessing decentralization policies in developing countries: The case for cautious optimism,” Dev. Policy Rev., vol. 4, no. 1, pp. 3–23, Mar. 1986, doi: 10.1111/j.1467-7679.1986.tb00494.x. DOI: https://doi.org/10.1111/j.1467-7679.1986.tb00494.x
    18. P. Smoke, “Decentralisation in Africa: Goals, dimensions, myths and challenges,” Public Adm. Dev., vol. 23, no. 1, pp. 7–16, Feb. 2003, doi: 10.1002/pad.255. DOI: https://doi.org/10.1002/pad.255
    19. J.-P. Faguet, “Understanding decentralisation: Theory, evidence, and practice,” in Decentralised Governance: Crafting Effective Democracies Around the World, J.-P. Faguet and S. Pal, Eds., LSE Press, 2023, pp. 21–48. doi: 10.31389/lsepress.dlg.b. DOI: https://doi.org/10.31389/lsepress.dlg.b
    20. P. Smoke, “Rethinking decentralization: Assessing challenges to a popular public sector reform,” Public Adm. Dev., vol. 35, no. 2, pp. 97–112, May 2015, doi: 10.1002/pad.1703. DOI: https://doi.org/10.1002/pad.1703
    21. H. Ibarra, R. J. Ely, and D. M. Kolb, “Women rising: The unseen barriers,” vol. 91, no. 9, pp. 60–66, 2013.
    22. A. Chawani, “Women and leadership: Challenges and opportunities in malawi’s selected local authorities,” J. Public Adm. Dev. Altern., vol. 9, no. 2, pp. 1–18, Sep. 2024, doi: 10.55190/JPADA.2024.323. DOI: https://doi.org/10.55190/JPADA.2024.323
    23. A. K. Gupta and C. L. Pandey, “Elected women, unelected bureaucrats: Women deputy mayors and bureaucratic authority in local governments of Nepal,” J. South Asian Dev., p. 09731741261453995, Jun. 2026, doi: 10.1177/09731741261453995. DOI: https://doi.org/10.1177/09731741261453995
    24. R. Vogel and D. Masal, “Public leadership: A review of the literature and framework for future research,” Public Manag. Rev., vol. 17, no. 8, pp. 1165–1189, Sep. 2015, doi: 10.1080/14719037.2014.895031. DOI: https://doi.org/10.1080/14719037.2014.895031
    25. NCDD, National Program on Sub-National Democratic Development Phase 2 (2021-2030). Phnom Penh, Cambodia: NCDD, 2021.
    26. S. Kim, J. Öjendal, N. Chhoun, and T. Ly, “A gendered analysis of decentralisation reform in Cambodia.,” CDRI, CDRI Working Paper No. 71., 2012.
    27. D. V. Day, “Leadership development:,” Leadersh. Q., vol. 11, no. 4, pp. 581–613, 2000, doi: 10.1016/S1048-9843(00)00061-8. DOI: https://doi.org/10.1016/S1048-9843(00)00061-8
    28. D. V. Day, J. W. Fleenor, L. E. Atwater, R. E. Sturm, and R. A. McKee, “Advances in leader and leadership development: A review of 25 years of research and theory,” Leadersh. Q., vol. 25, no. 1, pp. 63–82, Feb. 2014, doi: 10.1016/j.leaqua.2013.11.004. DOI: https://doi.org/10.1016/j.leaqua.2013.11.004
    29. D. S. DeRue and N. Wellman, “Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability.,” J. Appl. Psychol., vol. 94, no. 4, pp. 859–875, 2009, doi: 10.1037/a0015317. DOI: https://doi.org/10.1037/a0015317
    30. T. D. Allen, L. T. Eby, M. L. Poteet, E. Lentz, and L. Lima, “Career benefits associated with mentoring for proteges: A meta-analysis.,” J. Appl. Psychol., vol. 89, no. 1, pp. 127–136, 2004, doi: 10.1037/0021-9010.89.1.127. DOI: https://doi.org/10.1037/0021-9010.89.1.127
    31. C. R. Steele, T. R. Moake, and M. N. Medina‐Craven, “Developing women leaders: The role of women’s professional organizations,” Hum. Resour. Dev. Q., vol. 35, no. 1, pp. 41–65, Mar. 2024, doi: 10.1002/hrdq.21496. DOI: https://doi.org/10.1002/hrdq.21496
    32. L. Rhoades and R. Eisenberger, “Perceived organizational support: A review of the literature.,” J. Appl. Psychol., vol. 87, no. 4, pp. 698–714, Aug. 2002, doi: 10.1037/0021-9010.87.4.698. DOI: https://doi.org/10.1037/0021-9010.87.4.698
    33. L. A. Gierke, S. Schlamp, and F. H. Gerpott, “Which organisational context factors help women to obtain and retain leadership positions in the 21st century? A systematic review and research agenda for human resource management,” Hum. Resour. Manag. J., vol. 35, no. 1, pp. 336–370, Jan. 2025, doi: 10.1111/1748-8583.12568. DOI: https://doi.org/10.1111/1748-8583.12568
    34. U. Jogulu and E. Franken, “The career resilience of senior women managers: A cross‐cultural perspective,” Gend. Work Organ., vol. 30, no. 1, pp. 280–300, Jan. 2023, doi: 10.1111/gwao.12829. DOI: https://doi.org/10.1111/gwao.12829
    35. Law on Commune/ Sangkat Administrative Management, vol. NS/RKM/ 0301/05. 2001.
    36. Law on Administrative Management of Capital, Provinces, Municipalities, Districts and Khans. 2008.
    37. P. Blunt and M. Turner, “Decentralisation, democracy and development in a post‐conflict society: commune councils in Cambodia,” Public Adm. Dev., vol. 25, no. 1, pp. 75–87, Feb. 2005, doi: 10.1002/pad.349. DOI: https://doi.org/10.1002/pad.349
    38. S. Kim, J. Öjendal, and S. Ann, “Where decentralisation meets democracy: Civil society, local government, and accountability in Cambodia,” Cambodia Development Resource Institute, Working Paper, May 2007. doi: 10.64202/wp.35.200705. DOI: https://doi.org/10.64202/wp.35.200705
    39. Ministry of Women’s Affairs, Neary Rattanak VI (2024–2028): Five-Year Strategic Plan for Gender Equality and the Empowerment of Women and Girls. Royal Government of Cambodia., 2024.
    40. NCDD, Strategic Plan to Increase the Number of Women in Management Positions in Administration at Sub-national Level (2024–2028). Royal Government of Cambodia., 2024.
    41. T. Ly, Leadership Pathways for Local Women: Case Studies of Three Communes in Cambodia. in CDRI Working Paper No. 108. Cambodia Development Resource Institute., 2016. DOI: https://doi.org/10.64202/wp.108.201606
    42. J. W. Creswell and C. N. Poth, Qualitative inquiry and research design: Choosing among five approaches, 4th ed. SAGE Publications, 2017.
    43. S. B. Merriam and E. J. Tisdell, Qualitative research: A guide to design and implementation, 4th ed. Jossey-Bass., 2016.
    44. M. Q. Patton, Qualitative research & evaluation methods : integrating theory and practice, Fourth edition. SAGE Publications, Inc., 2015.
    45. H. Kallio, A. Pietilä, M. Johnson, and M. Kangasniemi, “Systematic methodological review: developing a framework for a qualitative semi‐structured interview guide,” J. Adv. Nurs., vol. 72, no. 12, pp. 2954–2965, Dec. 2016, doi: 10.1111/jan.13031. DOI: https://doi.org/10.1111/jan.13031
    46. V. Braun and V. Clarke, “Using thematic analysis in psychology,” Qual. Res. Psychol., vol. 3, no. 2, pp. 77–101, Jan. 2006, doi: 10.1191/1478088706qp063oa. DOI: https://doi.org/10.1191/1478088706qp063oa
    47. V. Braun and V. Clarke, “One size fits all? What counts as quality practice in (reflexive) thematic analysis?,” Qual. Res. Psychol., vol. 18, no. 3, pp. 328–352, Jul. 2021, doi: 10.1080/14780887.2020.1769238. DOI: https://doi.org/10.1080/14780887.2020.1769238
    48. Y. S. Lincoln and E. G. Guba, Naturalistic inquiry. Sage Publications, 1985. DOI: https://doi.org/10.1016/0147-1767(85)90062-8
    49. A. Bandura, Social learning theory. Prentice Hall, 1977.
    50. D. V. Day, R. E. Riggio, S. J. Tan, and J. A. Conger, “Advancing the science of 21st-century leadership development: Theory, research, and practice,” Leadersh. Q., vol. 32, no. 5, p. 101557, Oct. 2021, doi: 10.1016/j.leaqua.2021.101557. DOI: https://doi.org/10.1016/j.leaqua.2021.101557
    51. E. M. Sutanto and V. Aveline, “Women leadership and its association to individual characteristics, social support, and diversity of work environment,” Int. J. Bus. Soc., vol. 22, no. 2, pp. 807–817, Aug. 2021, doi: 10.33736/ijbs.3760.2021. DOI: https://doi.org/10.33736/ijbs.3760.2021
    52. B. C. Crosby and J. M. Bryson, “Why leadership of public leadership research matters: and what to do about it,” Public Manag. Rev., vol. 20, no. 9, pp. 1265–1286, Sep. 2018, doi: 10.1080/14719037.2017.1348731. DOI: https://doi.org/10.1080/14719037.2017.1348731
    53. A. R. Hochschild and A. Machung, The second shift: Working families and the revolution at home, Rev. ed. Penguin Books., 2012.
    54. J. H. Greenhaus and G. N. Powell, “When work and family are allies: A theory of work-family enrichment,” Acad. Manage. Rev., vol. 31, no. 1, pp. 72–92, Jan. 2006, doi: 10.5465/amr.2006.19379625. DOI: https://doi.org/10.5465/amr.2006.19379625