Organizational support as a mediator of leadership training transfer for women managers across cultural contexts

Abstract

Purpose This study aims to examine how organizational support systems, specifically supervisor and peer support, enable women managers to overcome cultural barriers in transferring leadership training to practice. It compares collectivist, hierarchical contexts (UAE) with individualistic contexts (USA), challenging cultural determinism by highlighting the mediating role of organizational support. Design/methodology/approach A quantitative cross-cultural analysis of survey responses from 314 women managers (UAE = 130, USA = 184) was conducted using validated instruments (Hofstede’s VSM 2013, LTSI V4). Hierarchical regression and analysis of covariance tested the mediating role of organizational support. Findings Supervisor support markedly enhances leadership training transfer, particularly in the UAE’s hierarchical culture, by legitimizing new behaviors, while peer support is more impactful in the USA’s individualistic context, fostering psychologically safe spaces for skill application. Organizational support systems outperform cultural factors in facilitating training transfer, with supervisor support exerting a stronger influence than peer support across both contexts. Research limitations/implications The cross-sectional design limits causal inference. Future longitudinal studies should explore intersectional dynamics. Practical implications Organizations should prioritize tailored supervisor endorsement in hierarchical cultures and peer networks in individualistic contexts to enhance training transfer and gender equity. Originality/value This study advances Human Resource Development scholarship by demonstrating how supervisor and peer support create microcultural environments that empower women managers to overcome cultural barriers in leadership training transfer across diverse contexts, bridging collectivist and individualistic paradigms to foster gender equity.

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