Saneesh Edacherian, Amit Karna, Klaus Uhlenbruck, Sunil Sharma
{"title":"Women at Multiple Levels of Strategic Leadership: Evidence of Gender Spillovers","authors":"Saneesh Edacherian, Amit Karna, Klaus Uhlenbruck, Sunil Sharma","doi":"10.1111/corg.12584","DOIUrl":null,"url":null,"abstract":"Manuscript TypeEmpirical.Research Question/IssueWe examine how the combined presence of women in multiple levels of strategic leadership, including gender‐diverse boards, affects firm accounting performance.Research Findings/InsightsOur meta‐analysis of 273 effect sizes across various hypotheses expands research on women in upper echelons by showing that gender‐diverse boards are positively related to gender spillovers, that is, the appointment of female executives. Most importantly, our work demonstrates that gender spillovers mediate the relationship between board gender diversity and firm performance, indicating there are joint effects of women leaders when serving at various levels of the organization simultaneously. We also find that the size of gender‐diverse boards negatively affects gender spillovers to the level of executives.Theoretical/Academic ImplicationsOur research highlights interdependencies between gender diversity at different organizational levels and the distinct contribution of women directors. We draw attention to the role of gender spillovers as a mechanism that helps explain how the appointment of women directors benefits firm performance. Our findings broadly contribute to upper echelons theory.Practitioner/Policy ImplicationsThis study emphasizes that increasing the representation of women on boards can advance the cause of women at other levels of strategic leadership. Furthermore, if women are in multiple levels of strategic leadership at the same time, this can lead to improved firm performance.","PeriodicalId":48209,"journal":{"name":"Corporate Governance-An International Review","volume":null,"pages":null},"PeriodicalIF":4.6000,"publicationDate":"2024-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Corporate Governance-An International Review","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1111/corg.12584","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
Manuscript TypeEmpirical.Research Question/IssueWe examine how the combined presence of women in multiple levels of strategic leadership, including gender‐diverse boards, affects firm accounting performance.Research Findings/InsightsOur meta‐analysis of 273 effect sizes across various hypotheses expands research on women in upper echelons by showing that gender‐diverse boards are positively related to gender spillovers, that is, the appointment of female executives. Most importantly, our work demonstrates that gender spillovers mediate the relationship between board gender diversity and firm performance, indicating there are joint effects of women leaders when serving at various levels of the organization simultaneously. We also find that the size of gender‐diverse boards negatively affects gender spillovers to the level of executives.Theoretical/Academic ImplicationsOur research highlights interdependencies between gender diversity at different organizational levels and the distinct contribution of women directors. We draw attention to the role of gender spillovers as a mechanism that helps explain how the appointment of women directors benefits firm performance. Our findings broadly contribute to upper echelons theory.Practitioner/Policy ImplicationsThis study emphasizes that increasing the representation of women on boards can advance the cause of women at other levels of strategic leadership. Furthermore, if women are in multiple levels of strategic leadership at the same time, this can lead to improved firm performance.
期刊介绍:
The mission of Corporate Governance: An International Review is to publish cutting-edge international business research on the phenomena of comparative corporate governance throughout the global economy. Our ultimate goal is a rigorous and relevant global theory of corporate governance. We define corporate governance broadly as the exercise of power over corporate entities so as to increase the value provided to the organization"s various stakeholders, as well as making those stakeholders accountable for acting responsibly with regard to the protection, generation, and distribution of wealth invested in the firm. Because of this broad conceptualization, a wide variety of academic disciplines can contribute to our understanding.