Female Corporate Leadership and Firm Growth Strategy: A Global Perspective

Laidoja, Lagle; Li, Xuanye; Liu, Wenyuan; Ren, Ting

doi:10.3390/su14095578

Cited by 7 publications

(4 citation statements)

References 78 publications

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“…This social construct has influenced how females and males should react to their leader’s mistreatment. Evidence suggested that subordinates’ gender significantly influenced responses to their leaders (Daraba et al , 2021; Ouyang et al , 2015), whereas leaders’ gender showed no significant effects on how they treat subordinates (Collins et al , 2014; Eagly et al , 2003; Laidoja et al , 2022).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Syamsidah

Wirawan

Salam

2023

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Purpose This study aims to investigate the effect of abusive supervision on employees’ creativity through the mediating role of job insecurity and the moderating role of subordinate gender in Indonesia. Design/methodology/approach Data were collected from various sources using online recruitment methods. The abusive supervision scale, job insecurity scale and employee creativity scale were the three measures in this study. Participants completed a three-wave data collection procedure using an online survey platform. After removing participants with incomplete and careless responses, the final data set contained 515 usable responses. Findings The results suggested that the negative effect of abusive supervision on employees’ creativity was mediated by job insecurity, and employees’ gender moderated this adverse effect. Gender roles shaped how employees respond to their leader’s hostile behaviours. In Indonesia, abusive supervision increased employees’ job insecurity and consequently reduced their creativity. However, the damage was more profound for the male employees than the female employees. Practical implications Gender role theory and perspectives are essential in explaining leader–employee interactions and must be included in leadership strategies. Also, support and resources must be provided equally for both male and female employees. However, more attention must be given to male employees to ensure their security working in organisations. Finally, some interventions are necessary to mitigate the effect of abusive supervision. Originality/value This study offers insight into how male and female employees, in a traditional gender role culture like Indonesia, respond to their leader’s abusive behaviours.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Syamsidah

Wirawan

Salam

2023

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“…Empirical research on how CEO gender (i.e., female or male) relates to firm performance is equivocal, with available evidence not allowing a clear conclusion (Laidoja, Li, Liu, & Ren, 2022). Indeed, most studies find no systematic relationship between the gender of the CEO and firm performance (for recent examples, (Al-Begali & Phua, 2023;Brush & Elam, 2023;Espinosa-Méndez & Correa, 2022;Kubo & Nguyen, 2021)), and those that find are inconsistent in their results, some identifying male (Wang, Holmes Jr, Devine, & Bishoff, 2018) and some female CEOs (e.g., (Hoang, Nguyen, & Van Tran, 2019)) connected with firm financial performance.…”

Section: Introductionmentioning

confidence: 99%

CEO gender and firm performance: It is the predecessor-successor gender combination that matters!

Bozionelos,

Lan,

2023

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This study was set to provide a response to the following question: What is the relationship between the gender of CEO successor and firm performance? We analyzed data from 4,338 CEO successions in companies listed in China Stock Exchanges from 2001 to 2016. We utilized Propensity Score Estimation for multiple treatments to operationalize different gender combinations in CEO succession (male-to-male, male-to-female, female-to-male, female-to-female). Findings suggested that it is CEO succession with different gender instead of a female successor that hurts firm performance. We also found that the power of female successors serves as a moderator: it can mitigate the negative impact of different-gender CEO succession on firm performance. The results also indicated that firm ownership (state-owned vs. non-state owned) influences the relationship between female-male CEO succession and firm performance. Practical implications: The findings imply that the gender of the CEO per se may not be the prime factor in firm performance, instead what firms should pay attention at is to smoothen the succession processes when a CEO of different gender is appointed.

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“…Women's engagement in small businesses may significantly impact many African countries' economic growth. Even in women-friendly countries or regions, females outnumber males as small business owners or operators (Laidoja, Li, Liu, & Ren, 2022). Although women contribute to the economy as business owners and entrepreneurs, gender is ignored in impoverished economies (Alon, Doepke, Olmstead-Rumsey, & Tertilt, 2020;Alsos, Isaksen, Ljunggren, 2006;Waring, 1988).…”

Section: Introductionmentioning

confidence: 99%

Strengthening Gender Equality in Small Business and Achieving Sustainable Development Goals (SDGS): Comparative Analysis of Kenya and Nigeria

Olubiyi

Jubril²,

Sojinu³

et al. 2022

JSAN

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There is an increasing understanding that Sustainable Development Goals (SDGs) can protect the planet, reduce inequality and tackle poverty. However, many small business owners and entrepreneurs in Africa still see it as a misery. This study aims to determine whether the SDG's goal number five (5) is being used to motivate gender equality among small and medium-sized enterprises in Africa, particularly in Kenya and Nigeria. The study focuses on female entrepreneurs. The target population comprised 110 randomly selected businesses operating in Embakasi East constituency in the Embakasi ward in Nairobi County, Kenya, and Ikeja Local Government in Lagos Mainland of Lagos state Nigeria. The sample size was determined by relying on a prior study on women in business in Africa. The study adopted a qualitative research method, administering open-ended interviews to the respondents, and the response rate was 90.91%. Descriptive statistical analysis was adopted, and the examination of the data demonstrated that a significant number of women working in SMEs are unaware of the SDGs in the two countries despite the United Nations (UN) supporting gender equality. The research concludes that there is still a considerable difference between men and women in SMEs in Africa and the awareness of SDG goals is limited. It is recommended that the management of small businesses, regulators, and policymakers should increase the knowledge of the global goals for more awareness and sustainability adoption in African countries. This can also support sustainable business growth and close the inequality gap in small African businesses

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Female Corporate Leadership and Firm Growth Strategy: A Global Perspective

Cited by 7 publications

References 78 publications

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

Does employees’ gender matter? Investigating the indirect effect of abusive supervision on employee creativity through job insecurity in Indonesia

CEO gender and firm performance: It is the predecessor-successor gender combination that matters!

Strengthening Gender Equality in Small Business and Achieving Sustainable Development Goals (SDGS): Comparative Analysis of Kenya and Nigeria

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