Inter-Role Conflict as a Barrier to Female Leadership in Tunisia: Insights from Emerging Market Contexts

Abstract

This study explores how inter-role conflict shapes the career paths of Tunisian women aspiring to managerial positions, while shedding light on the organizational, sociocultural, and policy mechanisms that can help ease these challenges. Using a mixed-methods design, we combined a survey of women managers and aspiring leaders with in-depth interviews to capture both the breadth and depth of their experiences. Statistical analysis confirms a strong negative link between inter-role conflict and career advancement, although supportive organizational practices appear to soften its impact. The qualitative findings bring these dynamics to life: women describe inter-role conflict as a persistent obstacle, fueled by cultural expectations that place a heavier share of domestic responsibilities on them. While policies promoting gender equality exist, their weak enforcement and the weight of social stigma often limit their effectiveness. We also found differences across sectors, with private organizations tending to amplify work–life conflict more than public institutions. By situating these insights within the Tunisian context, this study contributes to global debates on gender and leadership in the MENA region, offering both theoretical perspectives and practical pathways for building more inclusive and supportive workplaces.