Development and Preliminary Evaluation of a Psychological and Organizational Empowerment Model for Female Managers in Construction Projects

Abstract

This study aimed to develop and preliminarily evaluate an integrated model of psychological and organizational empowerment for female managers in construction projects and to examine its managerial and organizational outcomes. An exploratory mixed-method design was employed. In the qualitative phase, a meta-synthesis of 89 studies, including 56 international and 33 domestic studies, was conducted, followed by 20 semi-structured interviews with female construction managers, senior and project managers, and urban management or academic experts. Qualitative data were analyzed using inductive coding, constant comparison, and integration of related categories. In the quantitative phase, the proposed model was evaluated using data from 286 female managers and senior professionals working in construction-related organizations and projects. The measurement model was assessed using Cronbach’s alpha, composite reliability, average variance extracted, the Fornell-Larcker criterion, and HTMT, while the structural model was examined using path coefficients, t statistics, R², Q², VIF, and SRMR. Organizational empowerment had a significant positive effect on psychological empowerment (β=0.64, t=12.71, p<0.001), and senior management support was its strongest predictor (β=0.31, p<0.001). Psychological empowerment significantly predicted managerial effectiveness (β=0.49), satisfaction and retention (β=0.43), and women’s leadership development (β=0.38). Organizational empowerment also significantly affected managerial effectiveness (β=0.29), satisfaction and retention (β=0.34), and women’s leadership development (β=0.41). The R² values for psychological empowerment, managerial effectiveness, satisfaction and retention, and women’s leadership development were 0.41, 0.58, 0.52, and 0.55, respectively. The model showed acceptable overall fit with an SRMR of 0.061. Female managers’ empowerment in construction projects results from the interaction between psychological capacities and organizational conditions, and strengthening managerial support, organizational justice, access to resources, decision-making authority, and professional development opportunities can improve managerial effectiveness, retention, and women’s leadership development.