Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal
57 Pages Posted: 2 Jun 2013 Last revised: 23 May 2017
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.
Keywords: Gender, Leadership, Board, Microfinance, Financial cooperative, Senegal
JEL Classification: G20, J54, O16, G34, O55, L31
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