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

Anaïs Périlleux () and Ariane Szafarz

Working Papers CEB from ULB -- Universite Libre de Bruxelles

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; Governance; Microfinance; Africa; Senegal (search for similar items in EconPapers)
JEL-codes: G20 G34 J54 L31 O16 O55 (search for similar items in EconPapers)
Date: 2020-10-06
New Economics Papers: this item is included in nep-hme, nep-mfd and nep-soc
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Related works:
Journal Article: Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal (2015)
Working Paper: Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal (2015)
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