RT Article
T1 Women’s Leadership and Firm Performance: Family Versus Nonfamily Firms
JF Journal of business ethics
VO 153
IS 2
SP 291
OP 316
A1 Nekhili, Mehdi
A1 Chakroun, Héla
A1 Chtioui, Tawhid
LA English
PB Springer Science + Business Media B. V
YR 2018
UL https://www.ixtheo.de/Record/1785666746
AB We 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. By using a propensity score matching approach on a sample of 394 French firms over the period 2001–2010, we find major discordances between women’s leadership style and family business expectations relative to firm performance, as measured by return on assets and Tobin’s q. Notably, our results support the conjecture that family firms, which are more conducive to transformational leadership, offer women a more appropriate climate for exercising the function of Chair than that of CEO. In contrast, women CEOs perform better in nonfamily firms. Our findings move away from the predominant focus on barriers and stereotypes images about the female leadership and support the contingency theory of leadership, which states that the effectiveness of a leadership style depends on the organization and culture in which leaders operate, and on task-related positions
K1 propensity score matching
K1 Performance
K1 Contingency theory of leadership
K1 Transformational Leadership
K1 Family firms
K1 Woman leadership
DO 10.1007/s10551-016-3340-2