Do female and ethnically diverse executives endure inequity in the CEO position or do they benefit from their minority status? An empirical examination

Hill, Aaron; Upadhyay, Arun; Beekun, Rafik I.

doi:10.1002/smj.2274

Cited by 133 publications

(165 citation statements)

References 145 publications

(226 reference statements)

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“…In other words, female CEOs are approximately 40% less likely than male CEOs to face job loss at any point in time. This rate is statistically significant and reflects far greater job security for female CEOs than found by Hill, Upadhyay and Beekun () using logistic regression (they found female CEOs had a 15% lower risk of turnover). The findings are inconsistent with Hypothesis 2 which indicates that female CEOs face a higher risk of turnover.…”

Section: Resultscontrasting

confidence: 99%

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Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Elsaid

Ursel

2017

British J of Management

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We use the glass cliff to study the appointment and employment duration of 193 female CEOs between 1992 and 2014 in a sample of large, small and mid-size North American firms. Consistent with the glass cliff, we find that women are appointed as CEOs in precarious situations. However, we find female CEOs are 40% less likely to face turnover at any point after appointment than male CEOs. This conflicts with an implication of the glass cliff and differs significantly from existing research which shows that female CEOs have only a slightly lower risk of turnover than male CEOs. Our larger, more recent sample captures changes in the labour market that explain the departure from the results of earlier studies. We find evidence that the lower turnover rate of female CEOs is related to firms' desire to avoid the negative publicity that would accompany their termination, and we also show that greater education has a positive impact on CEO job security.

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Section: Resultscontrasting

confidence: 99%

“…Our results regarding the reduced risk of turnover for female CEOs are much more pronounced than those found in earlier studies. Hill, Upadhyay and Beekun () found that female CEOs faced a 15% lower risk of turnover compared to male CEOs; we find a 40% lower risk.…”

Section: Discussionmentioning

confidence: 87%

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Elsaid

Ursel

2017

British J of Management

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“… The results are reported in the separate Appendix (Tables A18–A19; available from the author upon request). For the total pay measure, we find that ethnic minority CEOs earn significantly more (at the 10 percent significance level) than Caucasian CEOs, a result consistent with that of Hill, Upadhyay, and Beekun (). …”

supporting

confidence: 86%

Executive Compensation and Ethnic Minority Status

Guest

2017

Industrial Relations

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We examine the compensation of ethnic minority executives in listed U.S. firms. The total pay of African American executives is 9 percent lower than that earned by Caucasians. This is due to lower base salary, lower bonus, and lower restricted stock grants. The lower bonus is due to a lower sensitivity to above‐average firm performance. African Americans also earn significantly less on the exercise of stock options, increasing the pay gap to 17 percent for total ex‐post pay. In contrast to African Americans, the compensation of Hispanic and Asian executives is comparable to Caucasians.

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“…Our results complement prior studies that showed other types of career benefits, such as higher pay and lower likelihood of exit for the few women who made it to the top, compared to their male counterparts (Hill et al, ; Leslie et al, ). These studies also worked on the premise that having a few women at the top helps companies appease stakeholder pressures for gender diversity: due to the paucity of female top executives, the women minorities who attain such positions help firms achieve organizational diversity goals, and companies are willing to reward such unique, rare, and valuable resources to help maintain those goals (Hill et al, ; Leslie et al, ). We propose that the effect of institutional pressures starts working even before these women get to reach their executive jobs, affecting their experiences in getting to the top in a way that is systematically different from those of men.…”

Section: Discussionsupporting

confidence: 89%

Gender differences in speed of advancement: An empirical examination of top executives in the Fortune 100 firms

Bonet

Cappelli

Hamori

2020

Strategic Management Journal

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Research summary We examine the advancement of women in executive roles in the ranks of the 10 highest executive positions in the Fortune 100 companies in 2001 and 2011. We find that women executives secured top executive positions faster than men, controlling for relevant individual attributes, and that the advantage of women with respect to men grew with the number of years they spent in the organization. The female advantage disappeared once companies had more than one high‐ranking female executive. We make use of several tests to assess possible unobserved differences between men and women executives, including the case–control technique from epidemiology. Our results are consistent with institutional pressures accelerating women's advancement to top executive positions, but they also reveal the limited effectiveness of such pressures. Managerial summary Employers interested in increasing the diversity of their executive ranks should pay attention not only to who is in those jobs but also how long it took them to get there. In our study, women in top jobs got there faster not just because they were better but because they moved through previous positions faster and skipped steps in job ladders. This suggests how diversity at the top can be enhanced without having to wait for more diverse cohorts in lower‐level jobs to slowly advance. The fact that faster advancement slowed once there were a few women in top jobs suggests that support for advancement was indeed a company choice, unfortunately one driven by public appearances.

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Do female and ethnically diverse executives endure inequity in the CEO position or do they benefit from their minority status? An empirical examination

Cited by 133 publications

References 145 publications

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Re‐examining the Glass Cliff Hypothesis using Survival Analysis: The Case of Female CEO Tenure

Executive Compensation and Ethnic Minority Status

Gender differences in speed of advancement: An empirical examination of top executives in the Fortune 100 firms

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