Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal

57 Pages Posted: 2 Jun 2013 Last revised: 23 May 2017

See all articles by Anaïs Périlleux

Anaïs Périlleux

Catholic University of Louvain (UCL)

Ariane Szafarz

Université Libre de Bruxelles, Solvay Brussels School of Economics and Management, Centre Emile Bernheim (CEB) & CERMi

Abstract

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

Suggested Citation

Périlleux, Anaïs and Szafarz, Ariane, Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal. World Development (2015), Vol. 74, pp. 437-452 . Available at SSRN: https://ssrn.com/abstract=2272809 or http://dx.doi.org/10.2139/ssrn.2272809

Anaïs Périlleux

Catholic University of Louvain (UCL) ( email )

Place Montesquieu, 3
Louvain-la-Neuve, 1348
Belgium

Ariane Szafarz (Contact Author)

Université Libre de Bruxelles, Solvay Brussels School of Economics and Management, Centre Emile Bernheim (CEB) & CERMi ( email )

50 Avenue Roosevelt
Brussels 1050
Belgium

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