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

Anaïs Périlleux () and Ariane Szafarz

World Development, 2015, vol. 74, issue C, 437-452

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)
Date: 2015
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Citations: View citations in EconPapers (21)

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Related works:
Working Paper: Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal (2020)
Working Paper: Women Leaders and Social Performance: Evidence from Financial Cooperatives in Senegal (2015)
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Persistent link: https://EconPapers.repec.org/RePEc:eee:wdevel:v:74:y:2015:i:c:p:437-452

DOI: 10.1016/j.worlddev.2015.05.011

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