<![CDATA[This study aims to examine the effect of Female Empowering Leadership, a leadership style that emphasizes employee empowerment, participation, and autonomy, on Proactive Behavior, defined as individuals’ tendency to take initiative in creating positive changes within the workplace. Gender Role Attitude, referring to individuals’ beliefs about the roles that men and women should assume in society, was investigated as a moderating variable. A quantitative survey method was employed involving 282 members of the Indonesian National Police (POLRI). Data were analyzed using Moderated Regression Analysis (MRA). The results revealed that Female Empowering Leadership had a positive and significant effect on Proactive Behavior (β = 1.070, p < .001). In contrast, Gender Role Attitude did not have a significant direct effect on Proactive Behavior (β = −0.015, p = .643). However, the interaction between Female Empowering Leadership and Gender Role Attitude was significant (β = −0.008, p = .039). The negative interaction coefficient indicates that the positive influence of Female Empowering Leadership on Proactive Behavior becomes weaker as individuals hold stronger traditional gender role attitudes. These findings highlight the importance of promoting empowering leadership practices, such as granting autonomy and involving subordinates in decision-making processes, to enhance proactive behavior. Furthermore, fostering more egalitarian gender role attitudes through training and organizational development programs may help maximize the effectiveness of female leadership by reducing barriers associated with traditional gender role beliefs. References Ahearne, M., Mathieu, J., & Rapp, A. (2005). To Empower or Not to Empower Your Sales Force? 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