Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal
Keywords
EconomieFinancial Institutions and Services: General
G20
Producer Cooperatives; Labor Managed Firms
J54
Economic Development: Financial Markets; Saving and Capital Investment; Corporate Finance and Governance
O16
Mergers; Acquisitions; Restructuring; Voting; Proxy Contests; Corporate Governance
G34
Economywide Country Studies: Africa
O55
Nonprofit Institutions; NGOs
L31
Gender
Governance
Leadership
Microfinance
Africa
Senegal
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https://dipot.ulb.ac.be/dspace/bitstream/2013/199950/1/wp15022.pdfhttp://hdl.handle.net/2013/ULB-DIPOT:oai:dipot.ulb.ac.be:2013/199950
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.info:eu-repo/semantics/published
Date
2015-05-27Type
info:eu-repo/semantics/workingPaperIdentifier
oai:dipot.ulb.ac.be:2013/199950uri/info:repec/RePEc:sol:wpaper:2013/199950
https://dipot.ulb.ac.be/dspace/bitstream/2013/199950/1/wp15022.pdf
http://hdl.handle.net/2013/ULB-DIPOT:oai:dipot.ulb.ac.be:2013/199950