Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal
(2015) World Development — Vol. 74, p. 437-452 (2015)
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- How do women leaders such as board members and top managers influence the social performance of organizations? This paper addresses the question by exploiting a unique database from a Senegalese network of 36 financial cooperatives. We scrutinize the loan-granting decisions, made jointly by the locally elected board and the top manager assigned by the central union of the network. Our findings are threefold. First, female-dominated boards favor social orientation. Second, female managers tend to align their strategy with local boards’ preferences. Third, the central union tends to assign male managers to female-dominated boards, probably to curb the boards’ social orientation.
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Perilleux, A., & Szafarz, A. (2015). Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal. World Development, 74, 437-452. https://doi.org/10.1016/j.worlddev.2015.05.011 (Original work published 2015)