Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101856
Matthieu Légeret , Christian Zehnder , Benjamin Tur
In many organizational settings, the person emerging as the group leader is not the best person for the job. The leadership literature provides several explanations as to why mediocre or even incompetent leaders exist. However, previous work builds on the premise that choosing a leader with limited skills is always a mistake. In this paper, we take a complementary stance and claim that—in some cases—organizations might select underperforming leaders because it is efficient to do so. Determining the leader within a fixed group of individuals is similar to allocating any other limited resource. Leader selection involves a trade-off, in that the benefit a person generates as a leader has to be contrasted with the opportunity cost that arises because the leader is (at least to some extent) no longer available as a follower. We identify cases in which it is optimal not to select the most competent individual as leader. Finally, we discuss how selection procedures need to be designed so that the most appropriate (but not necessarily the most competent) leader is chosen in a given setting.
{"title":"How good can bad leaders be? The opportunity costs of leader selection","authors":"Matthieu Légeret , Christian Zehnder , Benjamin Tur","doi":"10.1016/j.leaqua.2024.101856","DOIUrl":"10.1016/j.leaqua.2024.101856","url":null,"abstract":"<div><div>In many organizational settings, the person emerging as the group leader is not the best person for the job. The leadership literature provides several explanations as to why mediocre or even incompetent leaders exist. However, previous work builds on the premise that choosing a leader with limited skills is always a mistake. In this paper, we take a complementary stance and claim that—in some cases—organizations might select underperforming leaders because it is efficient to do so. Determining the leader within a fixed group of individuals is similar to allocating any other limited resource. Leader selection involves a trade-off, in that the benefit a person generates as a leader has to be contrasted with the opportunity cost that arises because the leader is (at least to some extent) no longer available as a follower. We identify cases in which it is optimal not to select the most competent individual as leader. Finally, we discuss how selection procedures need to be designed so that the most appropriate (but not necessarily the most competent) leader is chosen in a given setting.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101856"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142873967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101853
Xiaoxiao Li, Olivia Moyer, Olivia Pfeiffer, Raisa Velthuis, Peter Zaleski
This paper revisits the glass cliff phenomenon in corporate spheres, which asserts that women predominantly advance into leadership roles in precarious times, when the chance of failure is highest. Compared to prior studies, we greatly expand the sample of female CEO appointments by extending our sample in time and breadth. Moreover, we address confounding effects and explore heterogeneous and non-linear relationships. Using a variety of accounting- and market-based variables to proxy for precarious situations, our results do not provide clear evidence of a glass cliff effect in US corporations, implying that earlier findings may have been specific to the samples and methods used.
{"title":"Female CEO selection: Does the glass cliff exist?","authors":"Xiaoxiao Li, Olivia Moyer, Olivia Pfeiffer, Raisa Velthuis, Peter Zaleski","doi":"10.1016/j.leaqua.2024.101853","DOIUrl":"10.1016/j.leaqua.2024.101853","url":null,"abstract":"<div><div>This paper revisits the glass cliff phenomenon in corporate spheres, which asserts that women predominantly advance into leadership roles in precarious times, when the chance of failure is highest. Compared to prior studies, we greatly expand the sample of female CEO appointments by extending our sample in time and breadth. Moreover, we address confounding effects and explore heterogeneous and non-linear relationships. Using a variety of accounting- and market-based variables to proxy for precarious situations, our results do not provide clear evidence of a glass cliff effect in US corporations, implying that earlier findings may have been specific to the samples and methods used.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101853"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143577415","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101813
Kangbok Lee , Yeasung Jeong , Sumin Han , Sunghoon Joo , Junyoung Park , Kangkang Qi
Difference-in-differences (DiD) model has been widely used in leadership and management research over the last two decades. The appropriateness of DiD model relies on parallel trend assumption. In practice, researchers in leadership and management studies have employed a hybrid approach that combines the matching method and the DiD estimator to reduce bias when parallel trend assumption fails. The matching method is applied to treatment and control observations of outcomes in pre-intervention periods before a DiD method is applied. Given that this hybrid approach is intuitively preferable over other approaches, we propose four critical conditions in leadership studies to justify its appropriateness. We also propose four questions by leveraging a tutorial-type format that reviews advanced DiD-type models. Since advanced DiD-type models require large T (time dimension), we utilize a highly effective but underutilized approach for small T that builds on insights behind the DiD and matching methods. We present an advanced application of the hybrid method to illustrate how it can be employed to examine whether the proposed additional disclosure rules released by the SEC in 2009 and the subsequent choice of firms’ compensation consultants lead to lower CEO pay.
{"title":"Difference-in-Differences with matching methods in leadership studies: A review and practical guide","authors":"Kangbok Lee , Yeasung Jeong , Sumin Han , Sunghoon Joo , Junyoung Park , Kangkang Qi","doi":"10.1016/j.leaqua.2024.101813","DOIUrl":"10.1016/j.leaqua.2024.101813","url":null,"abstract":"<div><div>Difference-in-differences (DiD) model has been widely used in leadership and management research over the last two decades. The appropriateness of DiD model relies on parallel trend assumption. In practice, researchers in leadership and management studies have employed a hybrid approach that combines the matching method and the DiD estimator to reduce bias when parallel trend assumption fails. The matching method is applied to treatment and control observations of <em>outcomes</em> in pre-intervention periods before a DiD method is applied. Given that this hybrid approach is intuitively preferable over other approaches, we propose <em>four critical conditions</em> in leadership studies to justify its appropriateness. We also propose <em>four questions</em> by leveraging a tutorial-type format that reviews advanced DiD-type models. Since advanced DiD-type models require large <em>T</em> (time dimension), we utilize a highly effective but underutilized approach for small <em>T</em> that builds on insights behind the DiD and matching methods. We present an advanced application of the hybrid method to illustrate how it can be employed to examine whether the proposed additional disclosure rules released by the SEC in 2009 and the subsequent choice of firms’ compensation consultants lead to lower CEO pay.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101813"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143577416","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101839
Rafael Wilms , Nicolas Bastardoz , Clara Seif el Dahan , Philippe Jacquart
In the emergence of the charismatic effect, the leader–follower value congruence assumption posits that the charisma signal creates a charismatic effect for followers who have congruent values with the leader but may repel followers with incongruent values. Whereas this assumption is a central pillar of charisma signaling, it has not been causally tested. We theorize the charisma signal, leader–follower value congruence, and their interaction as predictors of the charismatic effect (i.e., perceived leader charisma, prototypicality, and effectiveness). In three preregistered experiments, we manipulate the charisma signal and communicated leader values by relying on video-recorded speeches and measure follower values beforehand. We operationalize leader–follower value congruence as the degree to which communicated leader values and measured follower values match. Study 1 showed mixed results for the leader–follower value congruence assumption, whereas Studies 2 and 3 – using polarized rhetoric – fully support it. We found some evidence that value congruence moderates the charisma signal–charismatic effect relationship, such that the relationship becomes stronger (weaker) with more value congruence (incongruence) in Studies 1 and 3 (but not in Study 2). Theoretical and practical implications as well as limitations are discussed.
{"title":"Are we on the same page? Leader-follower value congruence as a boundary condition in the emergence of charismatic effects","authors":"Rafael Wilms , Nicolas Bastardoz , Clara Seif el Dahan , Philippe Jacquart","doi":"10.1016/j.leaqua.2024.101839","DOIUrl":"10.1016/j.leaqua.2024.101839","url":null,"abstract":"<div><div>In the emergence of the charismatic effect, the leader–follower value congruence assumption posits that the charisma signal creates a charismatic effect for followers who have congruent values with the leader but may repel followers with incongruent values. Whereas this assumption is a central pillar of charisma signaling, it has not been causally tested. We theorize the charisma signal, leader–follower value congruence, and their interaction as predictors of the charismatic effect (i.e., perceived leader charisma, prototypicality, and effectiveness). In three preregistered experiments, we manipulate the charisma signal and communicated leader values by relying on video-recorded speeches and measure follower values beforehand. We operationalize leader–follower value congruence as the degree to which communicated leader values and measured follower values match. Study 1 showed mixed results for the leader–follower value congruence assumption, whereas Studies 2 and 3 – using polarized rhetoric – fully support it. We found some evidence that value congruence moderates the charisma signal–charismatic effect relationship, such that the relationship becomes stronger (weaker) with more value congruence (incongruence) in Studies 1 and 3 (but not in Study 2). Theoretical and practical implications as well as limitations are discussed.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101839"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143577417","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101844
Daria Naieli Hernandez Ibar , Anna Topakas , Samuel Farley, Jeremy Dawson
Although leader behavioral adaptability is generally considered a strength, there may be situations where large abrupt changes in behavior diminish perceptions of leadership effectiveness. We argue that in teams with rotating leadership, within-person behavioral shift in relationship- and task-oriented behaviors when transitioning from a nonleader to a leader role will negatively influence follower perceptions of leadership effectiveness. We also contend that this effect is stronger when teams receive behavior-focused training, and are thus more attuned to others’ behaviors. To test our hypotheses, we conducted a randomized controlled intervention study with 183 student teams. Results from multilevel polynomial regression analysis on the overall sample showed that a substantial shift in relationship-oriented behaviors negatively affected perceived leadership effectiveness, while the corresponding effect for task-oriented behaviors was not significant. While the predicted pattern of relationships was not found in the two subgroups, in control group teams an increase in task-oriented, or a decrease in relationship-oriented behaviors, by leaders following role transition was generally viewed positively, which was not the case for intervention teams. Implications of these findings for research, theory and practice are discussed.
{"title":"Does it matter how I behave before I step into the leader role? Intrapersonal behavioral shift in temporary leadership role transition and its effect on perceived leadership effectiveness","authors":"Daria Naieli Hernandez Ibar , Anna Topakas , Samuel Farley, Jeremy Dawson","doi":"10.1016/j.leaqua.2024.101844","DOIUrl":"10.1016/j.leaqua.2024.101844","url":null,"abstract":"<div><div>Although leader behavioral adaptability is generally considered a strength, there may be situations where large abrupt changes in behavior diminish perceptions of leadership effectiveness. We argue that in teams with rotating leadership, within-person behavioral shift in relationship- and task-oriented behaviors when transitioning from a nonleader to a leader role will negatively influence follower perceptions of leadership effectiveness. We also contend that this effect is stronger when teams receive behavior-focused training, and are thus more attuned to others’ behaviors. To test our hypotheses, we conducted a randomized controlled intervention study with 183 student teams. Results from multilevel polynomial regression analysis on the overall sample showed that a substantial shift in relationship-oriented behaviors negatively affected perceived leadership effectiveness, while the corresponding effect for task-oriented behaviors was not significant. While the predicted pattern of relationships was not found in the two subgroups, in control group teams an increase in task-oriented, or a decrease in relationship-oriented behaviors, by leaders following role transition was generally viewed positively, which was not the case for intervention teams. Implications of these findings for research, theory and practice are discussed.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101844"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142758708","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-03-01DOI: 10.1016/j.leaqua.2024.101845
Paul Hünermund , Beyers Louw , Mikko Rönkkö
The Leadership Quarterly and the management community more broadly prioritize identifying causal relationships to inform effective leadership practices. Despite the availability of more refined causal identification strategies, such as instrumental variables or natural experiments, control variables remain a common strategy in leadership research. The current literature generally agrees that control variables should be chosen based on theory and that these choices should be reported transparently. However, the literature provides little guidance on how specifically potential controls can be identified, how many control variables should be used, and whether a potential control variable should be included. Consequently, the current empirical literature is not fully transparent on how controls are selected and may be contaminated with bad controls that compromise causal inference. Causal diagrams provide a transparent framework to address these issues. This article introduces causal diagrams for leadership and management researchers and presents a workflow for finding an appropriate set of control variables.
{"title":"The choice of control variables in empirical management research: How causal diagrams can inform the decision","authors":"Paul Hünermund , Beyers Louw , Mikko Rönkkö","doi":"10.1016/j.leaqua.2024.101845","DOIUrl":"10.1016/j.leaqua.2024.101845","url":null,"abstract":"<div><div>The Leadership Quarterly and the management community more broadly prioritize identifying causal relationships to inform effective leadership practices. Despite the availability of more refined causal identification strategies, such as instrumental variables or natural experiments, control variables remain a common strategy in leadership research. The current literature generally agrees that control variables should be chosen based on theory and that these choices should be reported transparently. However, the literature provides little guidance on how specifically potential controls can be identified, how many control variables should be used, and whether a potential control variable should be included. Consequently, the current empirical literature is not fully transparent on how controls are selected and may be contaminated with bad controls that compromise causal inference. Causal diagrams provide a transparent framework to address these issues. This article introduces causal diagrams for leadership and management researchers and presents a workflow for finding an appropriate set of control variables.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 2","pages":"Article 101845"},"PeriodicalIF":9.1,"publicationDate":"2025-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142968129","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-01DOI: 10.1016/j.leaqua.2024.101843
Jost Sieweke , Tanja Hentschel , Brooke A. Gazdag , Levke Henningsen
Demographic diversity (e.g., gender, age, race, ethnicity) in strategic leadership teams (i.e., boards of directors and top management teams) has received global attention recently. Policymakers have promoted diversity policies by citing the “business case” for diversity that suggests a positive (causal) effect on firm performance. Our focus is twofold: First, we systematically evaluate the methodological rigor of 64 studies on the relationship between strategic leadership team demographic diversity and firm performance (1994–2023) from Financial Times (FT) 50 journals, finding that ca. 70 percent show implausible causal effects, ca. 20 percent lack sufficient information, and only 11 percent (N = 7) demonstrate plausible causal effects. Second, we synthesize research findings of the seven studies. The five studies on gender diversity yield mixed results: some report positive or negative effects, whereas the majority finds no effects on firm performance. Regarding ancestral and genetic diversity, the studies support the business case argument. Overall, our review provides three key insights: (1) a critical evaluation of the causal evidence regarding the business case for demographic diversity in strategic leadership teams, (2) a synthesis of the research findings by focusing on rigorously conducted studies, and (3) hands-on recommendations for refining future approaches for causal research.
{"title":"The business case for demographic diversity in strategic leadership teams: A systematic and critical review of the causal evidence","authors":"Jost Sieweke , Tanja Hentschel , Brooke A. Gazdag , Levke Henningsen","doi":"10.1016/j.leaqua.2024.101843","DOIUrl":"10.1016/j.leaqua.2024.101843","url":null,"abstract":"<div><div>Demographic diversity (e.g., gender, age, race, ethnicity) in strategic leadership teams (i.e., boards of directors and top management teams) has received global attention recently. Policymakers have promoted diversity policies by citing the “business case” for diversity that suggests a positive (causal) effect on firm performance. Our focus is twofold: First, we systematically evaluate the methodological rigor of 64 studies on the relationship between strategic leadership team demographic diversity and firm performance (1994–2023) from Financial Times (FT) 50 journals, finding that ca. 70 percent show implausible causal effects, ca. 20 percent lack sufficient information, and only 11 percent (N = 7) demonstrate plausible causal effects. Second, we synthesize research findings of the seven studies. The five studies on gender diversity yield mixed results: some report positive or negative effects, whereas the majority finds no effects on firm performance. Regarding ancestral and genetic diversity, the studies support the business case argument. Overall, our review provides three key insights: (1) a critical evaluation of the causal evidence regarding the business case for demographic diversity in strategic leadership teams, (2) a synthesis of the research findings by focusing on rigorously conducted studies, and (3) hands-on recommendations for refining future approaches for causal research.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101843"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142758706","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-01DOI: 10.1016/j.leaqua.2024.101861
Thomas Fischer
{"title":"Building foundations for explanatory theory and causally trustworthy evidence-based leadership","authors":"Thomas Fischer","doi":"10.1016/j.leaqua.2024.101861","DOIUrl":"10.1016/j.leaqua.2024.101861","url":null,"abstract":"","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101861"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142968130","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-01DOI: 10.1016/j.leaqua.2024.101842
Burak Oc , Kraivin Chintakananda
Holding a formal leadership role is often idealized, motivating individuals to pursue such positions for independence and success. However, recent reports highlight significant challenges faced by leaders, particularly during as well as after the COVID-19 pandemic, including increased work demands and reduced well-being. This review takes a critical stance and examines whether formal leaders bear a well-being cost. Using Bronfenbrenner’s (1979) ecological systems framework, we categorize predictors of leader well-being, discuss dominant theoretical frameworks explaining the most frequently studied relationships, and identify theoretical gaps in the existing literature. Following this, we identify internal validity issues affecting the interpretation of existing research. Our findings reveal significant validity concerns and a reliance on single-study, non-experimental designs, compromising the reliability of results. We offer theoretical and methodological recommendations for future research and emphasize the need for interventions to enhance leader well-being amidst increasing role demands. By synthesizing existing knowledge, our review aims to be a valuable resource for leadership scholars and practitioners, fostering interdisciplinary insights and encouraging further research on leader well-being in diverse contexts.
{"title":"Well-being of formal leaders: A critical and interdisciplinary review of predictors shaping leader well-being","authors":"Burak Oc , Kraivin Chintakananda","doi":"10.1016/j.leaqua.2024.101842","DOIUrl":"10.1016/j.leaqua.2024.101842","url":null,"abstract":"<div><div>Holding a formal leadership role is often idealized, motivating individuals to pursue such positions for independence and success. However, recent reports highlight significant challenges faced by leaders, particularly during as well as after the COVID-19 pandemic, including increased work demands and reduced well-being. This review takes a critical stance and examines whether formal leaders bear a well-being cost. Using <span><span>Bronfenbrenner’s (1979)</span></span> ecological systems framework, we categorize predictors of leader well-being, discuss dominant theoretical frameworks explaining the most frequently studied relationships, and identify theoretical gaps in the existing literature. Following this, we identify internal validity issues affecting the interpretation of existing research. Our findings reveal significant validity concerns and a reliance on single-study, non-experimental designs, compromising the reliability of results. We offer theoretical and methodological recommendations for future research and emphasize the need for interventions to enhance leader well-being amidst increasing role demands. By synthesizing existing knowledge, our review aims to be a valuable resource for leadership scholars and practitioners, fostering interdisciplinary insights and encouraging further research on leader well-being in diverse contexts.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101842"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"143151252","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2025-01-01DOI: 10.1016/j.leaqua.2024.101841
Yang Yang , Alison M. Konrad
This research synthesizes the literature that investigated the influence of WOCB on various firm outcomes. We organize our review around the meaning of WOCB, the sources of WOCB influence, the outcomes of WOCB impact, and contextual factors. In general, 503 articles with 558 predominantly panel studies show that the relationships of WOCB to various outcomes (particularly corporate social responsibility, firm transparency and gender equity) are beneficial but varied. Integrating prior views, we provide a framework leveraging political capital and board capital perspectives. The framework centers focus on the power and influence of WOCB, and distinguishes the sources of power from the exercise of power, board functions from organizational outcomes, and capital valuation contingencies from incentives to engage in board roles. Studies measuring political capital, which we identify as sources of WOCB’s influence, document the beneficial associations of a critical mass of 30–33% women, assigning women to board committees and women’s enhanced power resulting from multiple directorships and knowledge capital. Studies examining contextual factors show that societal gender equity, the presence of women in top management, and WOCB’s independence strengthen WOCB’s correlations with beneficial outcomes. These features facilitate interpretation of the mixed findings, identify limitations, and suggest directions for future research.
{"title":"Effects of women on corporate boards: An integrative review from a political capital perspective","authors":"Yang Yang , Alison M. Konrad","doi":"10.1016/j.leaqua.2024.101841","DOIUrl":"10.1016/j.leaqua.2024.101841","url":null,"abstract":"<div><div>This research synthesizes the literature that investigated the influence of WOCB on various firm outcomes. We organize our review around the meaning of WOCB, the sources of WOCB influence, the outcomes of WOCB impact, and contextual factors. In general, 503 articles with 558 predominantly panel studies show that the relationships of WOCB to various outcomes (particularly corporate social responsibility, firm transparency and gender equity) are beneficial but varied. Integrating prior views, we provide a framework leveraging political capital and board capital perspectives. The framework centers focus on the power and influence of WOCB, and distinguishes the sources of power from the exercise of power, board functions from organizational outcomes, and capital valuation contingencies from incentives to engage in board roles. Studies measuring political capital, which we identify as sources of WOCB’s influence, document the beneficial associations of a critical mass of 30–33% women, assigning women to board committees and women’s enhanced power resulting from multiple directorships and knowledge capital. Studies examining contextual factors show that societal gender equity, the presence of women in top management, and WOCB’s independence strengthen WOCB’s correlations with beneficial outcomes. These features facilitate interpretation of the mixed findings, identify limitations, and suggest directions for future research.</div></div>","PeriodicalId":48434,"journal":{"name":"Leadership Quarterly","volume":"36 1","pages":"Article 101841"},"PeriodicalIF":9.1,"publicationDate":"2025-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142665607","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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