The Impact of Gender Diversity on Team Communication, Team Performance, and Preferences for Teamwork

Linking with the business case for diversity, this study examines whether the top management team (TMT) and the board of directors (BODs) diversity has a positive impact on financial institution (FI) performance in select countries of Asia least researched domain. We use data from 119 financial institutions across Asia for the year 2015, initially 1,447 institutions; however, incomplete data was excluded from final analysis. We use three proxies for diversity, that is, nationality diversity, gender diversity, and age diversity of TMT and BODs. To investigate the impact of TMT and BODs diversity, cross-sectional ordinary least-squares estimation is applied, using Return on Average Assets (ROAA%) as a measure of performance. We find that nationality diversity and age diversity is positively and significantly related to FIs performance. Our evidence indicates that executives and board members with diverse exposure and younger age improve FIs profitability. However, there is no significant relationship between gender and FIs performance.

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The Impact of Gender Diversity, Board Independence and Remuneration Structure on Biodiversity Initiatives of UK Firms

SSRN Electronic Journal ◽

10.2139/ssrn.3037929 ◽

2016 ◽

Author(s):

Faizul Haque

Keyword(s):

Gender Diversity ◽

Board Independence ◽

The Impact

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Impact of Gender and Expatriation Choice on Career Paths in Supply Chain Management: Evidence from Master of Science Graduates

Sustainability ◽

10.3390/su13126907 ◽

2021 ◽

Vol 13 (12) ◽

pp. 6907

Author(s):

Salomée Ruel ◽

Anicia Jaegler

Keyword(s):

Supply Chain ◽

Supply Chain Management ◽

Career Paths ◽

Gender Diversity ◽

Career Progression ◽

Relative Importance ◽

Chain Management ◽

Master Of Science ◽

International Graduates ◽

The Impact

Zinn et al. (2018) and Esper et al. (2020) call for more research on gender diversity in Supply Chain Management, and our study responds to that call. We analyze the career path of 1081 international graduates from a higher degree program in Supply Chain Management from 2000 to 2017 to assess the impact of gender and expatriation choice on hierarchical progression. We explore two variables that may affect graduates’ career paths, namely, their gender and their expatriation choices, and compare their relative importance. Our analysis shows that there were, on average, 33.5% women recruited in the MSc and that this has not significantly changed over the years. It also shows that gender significantly influences the number of years spent at each level in the career hierarchy and the level reached. Regarding expatriation choice, this variable has some significant impacts on career progression. Finally, statistics indicate that gender has a far greater influence on career progression than expatriation choice. Overall, this study proves the difficulties for women in enjoying the same career progression as men in the field of Supply Chain Management.

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Does gender diversity in supervisory boards affect gender diversity in management boards in Germany? An empirical analysis

German Journal of Human Resource Management Zeitschrift für Personalforschung ◽

10.1177/2397002221997148 ◽

2021 ◽

pp. 239700222199714

Author(s):

Dennis Fleischer

Keyword(s):

Fixed Effects ◽

Structural Equation ◽

Gender Diversity ◽

Supervisory Board ◽

Board Members ◽

Governance System ◽

Management Board ◽

Supervisory Boards ◽

Gender Quota ◽

The Impact

Social aspects like gender diversity in the boardroom are becoming increasingly relevant and are a popular topic of public debate in the context of gender equality in business. However, there is little clarity about the potential spill-over effects of gender diversity. Both theory and empirical results have led to ambiguous conclusions with respect to the effect of gender diversity in the supervisory board on gender diversity in the management board. In addition, it is not clear whether the German gender quota legislation positively affects this relationship. This study analyses whether gender diversity in the supervisory board supports the gender diversity of the management board, and whether this relationship is affected by the gender quota legislation, focusing on the unique case of Germany. To cope with endogeneity concerns, this study employs a cross-lagged panel model with fixed effects using maximum likelihood structural equation modelling. The results of the analysis of the impact of the number of female supervisory board members on the number of female management board members do not support the view of positive spill-over effects of gender diversity in the environment of the German two-tier corporate governance system. Furthermore, this study finds no evidence of an effect of the German gender quota on this relationship. JEL Codes G38, M12, M14, M51

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Shared Leadership and Team Performance: The Joint Effect of Team Dispositional Composition and Collective Identification

Group & Organization Management ◽

10.1177/10596011211019928 ◽

2021 ◽

pp. 105960112110199

Author(s):

Nathapon Siangchokyoo ◽

Ryan L. Klinger

Keyword(s):

Team Performance ◽

Shared Leadership ◽

Joint Effect ◽

Social Capital Theory ◽

Leadership Responsibilities ◽

Capital Theory ◽

Collective Identification ◽

Moderated Mediation Model ◽

Time Lagged ◽

The Impact

This study explores how team core self-evaluations (CSE) influence the emergence and effectiveness of shared leadership. Drawing on adaptive leadership theory, we propose that decisions to share leadership responsibilities rather than allocating the role to a single team member are influenced by homogeneity in members’ CSE. In addition, we identify team collective identification as an emergent team state that interacts with CSE homogeneity to promote the emergence of shared leadership. We then argue that not all shared leadership teams are equally effective; applying group social capital theory, we propose that team mean CSE strengthens the impact of shared leadership on team performance. Results based on multisource and time-lagged data from 85 project teams provide support for our proposed moderated mediation model. We discuss how our theoretical model extends research on the role of team dispositional composition on the antecedents and consequents of shared leadership and highlight practical implications related to the design, recruitment, and socialization of autonomous work teams.

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