Abstract
While authenticity has been widely examined in Western contexts, its exploration in the Middle East remains limited. This study seeks to fill this gap by investigating the concept of authenticity in women's leadership within Saudi Arabia, framed through the lens of self-efficacy theory. By employing a qualitative approach, the research delves deeply into the lived experiences of Saudi women leaders through in-depth interviews. The findings reveal that these women exhibit developmental creativity, navigating complex challenges within their professional environments. Despite that, they demonstrate resilience, skill-fully adapting their roles and responsibilities to align with their personal values. This research sheds light on the unique dynamics of authenticity in women’s leadership in Saudi Arabia and offers a foundation for future studies. By contributing to a nuanced understanding of authenticity and leadership in culturally distinct settings, it paves the way for future exploration of this this multifaceted topic in similar contexts.