Why female leaders are as key to family as non-family firms. But only in the right roles – Tawhid Chtioui

Why female leaders are as key to family as non-family firms. But only in the right roles by  Tawhid Chtioui
In their study to be published in the Journal of Business Ethics, Tawhid Chtioui and his co-authors evaluate the relationship between the appointment of women to CEO or Chair positions and firm performance, and shed light on the differences between family and nonfamily firms.

‘Male, pale and stale’

Ever since McKinsey & co published its landmark analysis showing that companies with the highest proportion of women leaders deliver the best returns for their shareholders it’s been a given that gender balance in the board room is vital.

However, despite legislation, quotas, selective recruiting and a whole host of other initiatives corporate leadership still remains firmly dominated by males. A recent survey in the US, for example, established that only 5% of Fortune 1000 companies has a female CEO, while in Australia only 3% of listed companies had a female Chair. And in Europe, the picture is a similarly dismal one with just 3.3% of companies employing a woman in these top jobs.

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