This research probed into women's challenges and biases in leadership positions within male-dominated federal government agencies in the United States. This qualitative Interpretive Phenomenological Analysis (IPA) methodology builds on Bishop's (2022) groundwork, "The Female Leadership Gap: Breaking Down the Biases and Barriers of Women in Leadership." This research aimed to deepen the understanding of the systemic barriers and organizational cultures perpetuating women's underrepresentation in leadership roles. Through in-depth interviews with women leaders across various levels within U.S. federal agencies, this research sought to capture women leaders' experiences, exposing the multifaceted hurdles they navigate, including societal standards and workplace cultures. Key research questions focused on how women leaders cope with role congruity challenges, the role of organizational culture in supporting or hindering women's leadership, and the strategies women use to manage expectations and stereotypes. The study explored the impact of challenges on women's professional lives and the support systems that helped them advance in their careers. Despite these barriers, women demonstrated remarkable resilience, leveraging personal strengths, values, and support networks to overcome adversities. The study highlights the transformative power of mentorship in countering systemic barriers, challenging the "queen bee syndrome," and underscoring the need for supportive relationships. The findings and recommendations offer practical strategies for improving education policies, leadership development, and workplace behaviors to better support women in leadership roles within a U.S. federal agency. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]