Determinants of Female Leaders’ Careers in the Public Sector: The Moderating Role of Work-Life Balance

Abstract

This study aims to determine the determinant factors that influence the career of female leaders. The determinant factors in question are divided into internal factors, namely self-efficacy and emotional intelligence, while external factors include social support and work-life balance. This study involved 150 respondents, and the criteria were female employees with echelon II, III, and IV positions in SKPDs within the scope of the NTB Provincial government. The data collection technique was a questionnaire analyzed using the Smart-PLS application. The results of this study indicate that self-efficacy, emotional intelligence, and work-life balance have a positive and significant effect on women's career maturity. Work-life balance can only moderate the influence of self-efficacy on women's career maturity. However, work-life balance has not been able to moderate the impact of emotional intelligence on career maturity, and it does not moderate the influence of social support on women's career maturity.

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International Review of Management and
Marketing
ISSN: 2146-4405
available at http: www.econjournals.com
International Review of Management and Marketing, 2024, 14(5), 74-81.
International Review of Management and Marketing | Vol 14 • Issue 5 • 2024
74
Determinants of Female Leaders’ Careers in the Public Sector:
The Moderating Role of Work-life Balance
Mukmin Suryatni1*, Siti Nurmayanti1, Hailuddin1, Lalu Hamdani Husnan1, Endri Endri2,
Rd Tuty Sariwulan3, Muhammad Ridlo4
1Faculty of Economics and Business, Universitas Mataram, Mataram, Indonesia, 2Faculty of Economics and Business, Universitas
Mercu Buana, Jakarta, Indonesia, 3Faculty of Economics, Universitas Negeri Jakarta, Jakarta, Indonesia, 4Faculty of Economics and
Management, University of Darussalam Gontor, Ponorogo, Indonesia. *Email: mukminsuryatni@unram.ac.id
Received: 10 April 2024 Accepted: 21 July 2024 DOI: https://doi.org/10.32479/irmm.16725
ABSTRACT
This study aims to determine the determinant factors that inuence the career of female leaders. The determinant factors in question are divided into
internal factors, namely self-ecacy and emotional intelligence, while external factors include social support and work-life balance. This study involved
150 respondents, and the criteria were female employees with echelon II, III, and IV positions in SKPDs within the scope of the NTB Provincial
government. The data collection technique was a questionnaire analyzed using the Smart-PLS application. The results of this study indicate that self-
ecacy, emotional intelligence, and work-life balance have a positive and signicant eect on women’s career maturity. Work-life balance can only
moderate the inuence of self-ecacy on women’s career maturity. However, work-life balance has not been able to moderate the impact of emotional
intelligence on career maturity, and it does not moderate the inuence of social support on women’s career maturity.
Keywords: Self-Ecacy, Emotional Intelligence, Social Support, Work-life Balance, Career Maturity
JEL Classications: M12, M51, H11, J28
1. INTRODUCTION
Human resource development, including women’s resources, has
become a severe concern in recent decades. As a researcher in human
resources, especially women, I believe this issue must remain a
prominent and serious concern. Several researchers have examined
some barriers to women’s career maturity and success. Alhalwachi
and Mordi (2022) argue that women are sometimes considered
problematic in the world of work because they are often stereotyped
or considered less committed to their job due to their dierent needs
with men who tend to need more leave due to childbirth or childcare
due to their dual roles. In line with this, Richard et al. (2023) state
that organizational and community responses to issues related
to gender equality depend on how peaceful a culture of gender
egalitarianism develops in the community.
In Indonesia, the issue of gender equality and providing equal
opportunities for women to work and occupy strategic positions
in organizations is still found to be gender biased. Auspurg et al.
(2017) revealed that there are still gender bias practices against
women in the world of work, such as wage dierences, unequal
career path opportunities between women and men, and the
perception that women are weaker than men. The eect of such
systemic barriers on greater scalability, rooted in society and the
workplace in general, has a more adverse impact on women’s
career advancement (Pillay-Naidoo and Nel, 2022).
Dierences in external conditions and perspectives on certain
genders that develop in organizations and society in Indonesia
make the process of career maturity of women at work more
dicult compared to male workers, especially in the public or
government sector. Based on stang data quoted from the NTB
Provincial Government data, shows the distribution of female
employees in the public sector in the province of West Nusa
Tenggara (NTB), which is spread across all SKPDs of the NTB
Provincial Government, totaling 8341 employees. The majority
This Journal is licensed under a Creative Commons Attribution 4.0 International License

Suryatni, et al.: Determinants of Female Leaders’ Careers in the Public Sector: The Moderating Role of Work-life Balance
International Review of Management and Marketing | Vol 14 • Issue 5 • 2024 75
of female employees serve in certain functional positions, as
many as 6364 employees, and the last position held by female
employees is the position of Administrator, with as many as 57
employees. Descriptively, this data shows that the number of
women involved in public sector organizations in NTB province
is relatively high and shows equal opportunities and involvement
for women working as employees in the SKPD of NTB province.
However, only a few can occupy strategic positions, namely
echelons II, III, and IV.
Based on the above description of the issue of gender in public
sector organizations and data related to the distribution and
number of female employees in the SKPD of NTB province, it
is interesting to understand how the role of external determinant
factors such as social support, and work-life balance as well as
internal determinant factors such as self-ecacy and emotional
intelligence on the career maturity of female employees at the
leadership level (Echelon II, III and IV) who work in the SKPD
of NTB province.
2. LITERATURE REVIEW
2.1. Career Maturity
Super first introduced the term career maturity in career
development theory. According to Super (Coertse and Schepers,
2004), career maturity can be dened as how an individual can
complete specic career development tasks required according
to his current developmental phase. According to González
(2008), the two leading theories of career maturity from Crites
(1981) and Super et al. (1992) both divide career maturity into
two dimensions, namely attitudinal and cognitive dimensions.
Career maturity consists of a continuous developmental process
and presents characteristics that are specically identied and
are essential traits for career development (Zunker, 2006). High
career maturity is measured by self-knowledge, the ability to
choose work, and the proper steps for the desired career (Lau
et al., 2021). According to Thompson et al. (1981), individuals
are considered to have high career maturity, meaning that they
have fullled four dimensions of career maturity. Career Planning,
Exploration, Decision Making, and World of Work Information
are dimensions (Lau et al., 2021).
2.2. Work-Life Balance
Darcy et al. (2012) stated that life balance is a general term
for organizational initiatives that aim to improve employee
experiences in work and nonwork areas. Riyanto et al. (2021)
explain that work-life balance includes control, achievement, and
employee satisfaction. Greenhaus et al. (2003) revealed that those
with more time for family than work have a higher quality of life.
This shows how work-life work has a positive impact not only
on workers’ personal lives but also on their level of performance
in the organization. According to Fisher et al. (2009) said that
life balance consists of four aspects, namely (1) Improvement of
Personal Work Life, (2) Interference with Personal Life with Work,
(3) Improvement of Personal Life with Work, and (4) Interference
with Work with Personal Life.
2.3. Self-Ecacy
Bandura (1997) denes it as a person’s belief in his or her abilities
that will inuence him or her in reacting to certain situations and
conditions. Schultz and Schultz (2013) view it as a feeling of
adequacy, eciency, and ability to cope with various life problems.
Ren et al. (2021) proposed that generalized self-ecacy may
signicantly impact an individual’s behavior or activities, eort
expended, and thoughts and reactions. Hackett and Betz (1981)
further extended Bandura’s self-ecacy theory, suggesting the
role of expectations as a dimension of self-ecacy, and found
that career choices and decisions were constrained due to low
self-ecacy expectations. This results in anxiety and avoidance
of career pursuits. This means that the better people perceive
their self-ecacy, the more aligned they will be with their career
advancement in the world of work.
2.4. Emotional Intelligence
Emotional intelligence (EI) is a collection of skills, potential,
and non-cognitive expertise that inuences a person’s ability to
deal with environmental problems (Cascio et al., 2017). Boyatzis
et al. (2000) dene EI as “competencies that form self-awareness
and management, and social awareness and skills correctly at the
right time and with sucient frequency to be eective in certain
situations.” Koubova and Buchko (2013) and Oden et al. (2015)
further emphasized that intelligence enables individuals to manage
their emotions and stress to be productive and adapt optimally
to changes. Organizational intelligence involves understanding
oneself and managing relationships with others. Mehta and Singh
(2013) classify it as the ability of individuals to have personal and
social competencies to build eective relationships.
2.5. Social Support
Social support is an interpersonal exchange characterized by
emotional concern, instrumental assistance, provision of information,
or help. Interpersonal relationships that protect individuals against
the negative consequences of stress require social support. Social
support impacts an individual’s sense of calm, self-condence, and
feeling cared for (Hapsari et al., 2021). Sarano and Smith (2014)
stated that social support is the actions and perceptions of others
who support them to get comfort, attention, and assistance. The
dimensions of social support are divided into ve main dimensions,
namely: (1) emotional (the ability to receive comfort and security
from other people during times of stress, thus making someone
feel cared for), (2) network (being part of a group that has the same
interests). (3) self-esteem (reinforcement of other people’s feelings
about competence). (4) natural (help oered so someone can solve
it), and (5) informational (providing advice regarding solutions
to a problem) (Chiu et al., 2015). Figure 1 shows the conceptual
framework of the study, which tests the inuence of self-ecacy,
emotional intelligence, and social support on career maturity by
using the work-life balance variable as a moderator.
2.6. Hypothesis
H1: Self-ecacy has a positive impact on career maturity in
women
H2: Emotional intelligence has a positive impact on women’s
career maturity
H3: Social support has a positive impact on women’s career

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maturity
H4: Work-life balance moderates self-ecacy’s inuence on
women’s career maturity
H5: Work-life balance moderates the inuence of emotional
intelligence on women’s career maturity
H6: Work-life balance moderates the inuence of social support
on women’s career maturity.
3. METHODS
This research uses associative quantitative methods. This research
involved 150 respondents. This research focuses on female
employees who hold echelon II, III, and IV positions in the NTB
Provincial Government. Research data was collected through
questionnaires, which were then analyzed using the SEM method
with the Smart-PLS application. The dominant characteristics
of respondents in this study were 30-40 years old at 38%. Most
respondents’ education is at strata 1 with married status and an
average tenure of 10-20 years.
Figure 2 shows that all statement items from each variable have
a value >0.7, so they are declared valid.
Based on the Table 1 above, the AVE value for all variables is
>0.5, so it is said to be valid. The Cronbach’s alpha and composite
reliability values for all variables are >0.6, so they can be declared
reliable.
Figure 3 shows the structural model of the path coefficient
calculation results with Smart PLS 3.0. Furthermore, hypothesis
testing is carried out on each path coecient using the rule of
thumb for testing the structural model: the relationship between
variables considered to have a signicant eect has a probability
of α = 0.05.
4. RESULTS AND DISCUSSION
Based on the Table 2, it can be seen that H1, H2, H3, and H4 are
accepted because the P < 0.05. At the same time, H5 and H6 are
rejected because the P > 0.05.
Based on the hypothesis test, H1 results proved that there is a
positive and signicant inuence on career maturity. The research
ndings show that most respondents involved in this study have a
high level of Self-Ecacy. This illustrates how female employees
understand and believe they can carry out their roles and duties
at work and build a positive perception of work. According to
Ormrod (2003), self-ecacy is a person’s judgment of their
abilities. Lahey (2004) denes self-ecacy as the perception
that a person can do something meaningful to achieve his or her
goals. Bandura (1997) explains that perceived self-ecacy is
an individual’s belief regarding whether they can successfully
perform the behaviors required to achieve specic outcomes,
directly aecting individual behavior.
Female employees’ high level of self-ecacy has encouraged their
career maturity process, where research ndings show that female
employees feel condent that their abilities and competencies will
lead them to achieve their desired goals or careers. According to
Hackett and Betz (1981), the better people perceive their self-
ecacy, the more it will align with their career progress in the
world of work. Crites (1981) states that career maturity is the
readiness of individual attitudes and competencies to choose the
right career. This study’s ndings align with those of Jianchao
et al. (2022), who state that a higher level of self-ecacy will
increase one’s career maturity. This means that Self-ecacy has
a positive eect on career maturity. The same ndings were also
conveyed in research conducted by Maurer (2021), which showed
that someone with a high level of self-ecacy would have a better
career maturity tendency because it is related to their ability and
condence in their competence.
Based on the hypothesis test results, H2 proved a positive impact
on EI and Women’s Career Maturity. The research findings
show that female employees have a high level of Emotional
Intelligence, especially those related to managing personal and
other people’s emotions, building self-motivation, and building
positive interactions and relationships with others, especially in
their work environment. Female employees have a high level
of self-control, which allows them to distinguish and set aside
personal problems and not interfere with their performance level
at work. In addition, the level of understanding of the condition
of the work environment and interpersonal relationships between
employees also shows a high score from female employees. This
provides an understanding of how high the Emotional Intelligence
level of female employees is. EI is a collection of non-cognitive
skills, potentials, and expertise that inuence a person’s ability to
cope with environmental conditions and pressures (Cascio et al.,
2017; Suryatni et al., 2023).
A high level of Emotional Intelligence can improve the process
of achieving career maturity, especially for female employees,
because it is related to the ability to manage and control emotions
so that employees with high levels of Emotional Intelligence can
always nd solutions to the problems they face and maintain a high
level of productivity. With the ability to manage good emotional
intelligence, employees will be able to make good decisions
regarding their careers. Thory (2016) found that someone with a
high level of emotional intelligence will be more able to improve
Self-Efficacy (X1)
Emotional
Intelligence (X2)
Social Support (X3)
Work-Life Balance
(Z)
Career Maturity (Y)
H1
H2
H3
H4 H5 H6
Figure 1: Conceptual framework

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International Review of Management and Marketing | Vol 14 • Issue 5 • 2024 77
work performance and better career development. Coertse and
Schepers (2004) found that career maturity can be dened as
how an individual can complete specic career development
tasks required according to his current developmental phase.
Career maturity consists of a continuous developmental process
and presents characteristics that are specically identied and are
essential traits for career development (Zunker, 2006). This study’s
ndings align with research by Kurniawati (2021) and Alhempi
et al. (2024), which state that emotional intelligence positively
and signicantly aects career maturity. The study’s results explain
that the ability to manage and control an individual’s emotions
will aect their level of career maturity.
Based on the hypothesis test results, H3 proved the positive
impact of social support on women’s career maturity. The
research ndings show that female employees receive high social
support. This support can be seen from the study results, where
most respondents feel they always get support, especially from
their work environments, such as their leaders and colleagues.
The dimensions of the support received are related to emotional
support, such as attention, good treatment, and motivation,
especially from the leadership—support related to rewards,
such as always getting appreciation for their work. Interpersonal
relationships with family, relatives, friends, managers, and
colleagues and exchanging resources with other people are part
of positive social support (Cho, 2019).
The high level of social support felt by female employees creates
a positive perception of the support they receive, which then
inuences the attitudinal dimensions of church career maturity
related to their involvement in work, support, and motivation,
and their freedom to choose and commit to their current job. The
research ndings also show that this feeling of support encourages
female employees to develop their abilities to stay in their current
jobs continually. Individuals feel calm, cared for, and loved and
developed self-condence through the social support they receive
(Ebrahimi et al., 2016). Sarano and Smith (2014) stated that
social support is not limited to actions carried out by other people
but also a person’s perception that comfort, attention, and help
are felt as support. This support encourages female employees to
become more mature. Dybwad (2008) states that maturity reects
individual career development to increase capacity. Savickas
(2005) states that career maturity is also called career adjustment.
The research results support the study of Vizano et al. (20210) and
Figure 2: Outer loading

Suryatni, et al.: Determinants of Female Leaders’ Careers in the Public Sector: The Moderating Role of Work-life Balance
International Review of Management and Marketing | Vol 14 • Issue 5 • 2024
78
Li et al. (2022), who found that Social Support positively aects
career maturity. The higher the level and intensity of social support
from the environment around an individual will encourage the
level of career maturity.
The results of the rst hypothesis test (H4) show that work-life
balance can moderate the eect of Self-ecacy on women’s career
maturity. The research ndings show that female employees have
an excellent work-life balance, and respondents feel that their
personal lives and work go hand in hand. The balance between
personal life and work shown by employees has created a positive
atmosphere and vibration towards the work situation female
employees feel in living their lives and work. This condition has
aected the psychological factors of employees, such as Self-
ecacy, which relates to a person’s beliefs and attitudes towards
their work and aects the career maturity of female employees
in particular. Darcy et al. (2012) state that work-life balance is a
general term that describes organizational initiatives that aim to
improve employee experiences in the work and nonwork elds.
Al-Omari et al. (2020) explain that work-life balance includes
control, achievement, and employee satisfaction.
Greenhaus et al. (2003) revealed that those who spend more time
with family than with work experience a higher quality of life.
Higher levels of work engagement and greater life satisfaction show
how work-life balance positively impacts employees’ personal life
performance and their level of performance within the organization.
In line with this, (Eversole et al., 2012; Virgiawan et al., 2021;
and Perlow and Kelly, 2014) reveal a positive correlation between
organizations and employees when exible work policies are
implemented, resulting in a better work-life balance.
The results of the rst hypothesis test (H5) show that work-life
balance cannot moderate the inuence of emotional intelligence
on women’s career maturity. The research results show that
a good level of work-life balance among employees cannot
strengthen the inuence of emotional intelligence on women’s
career maturity. This shows that female employees with high
emotional intelligence show a professional attitude towards work
and dedication to making their best contribution to the organization
where they work. Because of this, external conditions such as
Figure 3: Model Structure
Table 1: Discriminant validity and reliability
Variable Cronbach’s
alpha
Composite
reliability
Average variance
extracted
X1 0.984 0.986 0.884
X2 0.992 0.992 0.895
X3 0.985 0.987 0.859
Y0.986 0.987 0.866
Z 0.945 0.952 0.690

Suryatni, et al.: Determinants of Female Leaders’ Careers in the Public Sector: The Moderating Role of Work-life Balance
International Review of Management and Marketing | Vol 14 • Issue 5 • 2024 79
Work-Life Balance are in good condition or do not aect their
professionalism at work, which will aect their career maturity.
Emotional intelligence is recognizing and regulating emotions to
empathize with others, build and maintain relationships, and cope
with stress and diculties (Bakare et al., 2023).
EI is the application of mental abilities to solve problems,
cope with increasing demands, understand oneself and develop
relationships with others (Bar-On, 2006; George et al., 2022;
Selvi and Aiswarya, 2022; Koubova and Buchko, 2013; Oden
et al., 2015; Mulyana et al., 2022) further emphasize that EI
enables individuals to manage their emotions, manage stress, be
productive under stress, and adjust optimally to changing situations
in organizations. Clark (2000) denes work-life balance as the
harmony of life when a person can take responsibility at work,
home, and community to minimize role conict. Fisher-McAuley
et al. (2003) dene work-life balance as a way for an individual to
allocate time properly between work and activities outside of work.
The results of the rst hypothesis test (H6) show that work-life
balance cannot moderate the impact of social support on women’s
career maturity. The research results show that a good level of
work-life balance among employees cannot strengthen the impact
of social support on women’s career maturity. This shows that the
perception of social support, especially those sourced from the work
environment, can create a commitment of female employees to their
current jobs. This commitment has encouraged them to be part of the
organization where they currently work and make decisions that are
considered by the career they want. Furthermore, this shows how
more than external conditions such as Work-Life Balance, whether
in good condition or not, is needed to strengthen or even weaken the
decision of female employees to stay and work in organizations that
support their career development. Social support is a process in social
relationships that impacts a person’s well-being (Chiu et al., 2015).
Social support takes the form of interpersonal relationships such as
with family, relatives, friends, managers, and colleagues, as well as
the process of exchanging resources with other people (Cho, 2019).
5. CONCLUSION
Based on the results of research on 150 female employee
respondents with echelon II, III, and IV positions in SKPDs within
the scope of the NTB Provincial government, it can be concluded
that the following are:
1. Self-ecacy positively impacts the career maturity of female
employees within the SKPD of NTB Province, meaning that the
higher the self-ecacy, the better the level of career maturity.
2. Emotional intelligence positively impacts the career maturity
of female employees in the scope of the SKPD of NTB
Province, meaning that the higher the emotional intelligence
possessed, the better the level of career maturity.
3. Social support positively impacts the career maturity of female
employees within the SKPD of NTB Province, meaning that
the higher the social support, the better the level of career
maturity.
4. Work-life balance moderates the inuence of self-ecacy on
the career maturity of female employees within the SKPD of
NTB Province, meaning that a solid work-life balance ability
will also increase self-ecacy’s inuence on career maturity.
5. Work-life balance does not moderate the influence of
emotional intelligence on the career maturity of female
employees in the scope of SKPD NTB Province, meaning
that an excellent work-life balance ability does not necessarily
increase the inuence of emotional intelligence on career
maturity.
6. Work-life balance does not moderate the inuence of social
support on the career maturity of female employees in the
scope of SKPD NTB Province, meaning that a good work-
life balance ability does not necessarily increase the impact
of social support on career maturity.
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Table 2: Hypothesis test
Hypothesis Inuence Original sample (O) T statistics (|O/STDEV|) P-values Description
H1 X1 -> Y 0.394 3.694 0.000 Accepted
H2 X2 -> Y 0.269 2.451 0.015 Accepted
H3 X3 -> Y 0.208 3.256 0.001 Accepted
H4 Moderating eect 1 -> Y 0.175 2.169 0.031 Accepted
H5 Moderating eect 2 -> Y −0.055 0.759 0.448 Rejected
H6 Moderating eect 3 -> Y −0.124 1.723 0.086 Rejected

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