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This paper aims to seek the optimal proportion of female executives in corporate management teams, and to analyze the threshold effect of the proportion of female executives on the enterprise market value and enterprise management performance by using a panel threshold regression model. The purpose of this paper is to obtain the optimal interval, during which female executives exert positive effects on enterprise market value and enterprise management performance.

Based on the data of listed companies in SSE from 2003 to 2012, this paper conducts theoretical and empirical analysis by using a panel threshold regression model.

This paper proves that the proportion of female executives has a threshold effect on the enterprise market value and enterprise management performance. The results show that the proportion of female executives has an optimal interval. In other words, during the 53.8-68.4 percent interval, the proportion of female executives exerts the least negative effect on the enterprise market value and the most positive effect on the enterprise management performance.

In this paper, the non-linear relationship between female executives, enterprise market value and enterprise management performance has been verified, and the optimization interval of the female executives’ proportion has been figured out as well.

There is a large literature advocating the importance of a greater proportion of women directors on boards of publicly listed firms. The purpose of this paper is to examine the numbers and proportions of women directors, including women executive directors, on listed Australian Real Estate Management and Development (REMD) companies to identify how prevalent women directors are on such boards.

The study examines the numbers and proportions of women directors for 35 REMDs in 2011 and compares this to the broad board composition data on 1,715 Australian Stock Exchange listed entities. Statistically significant findings are evident due to the identified low proportions.

The study finds that of all the Financials Sub Industry sector groups, REMDs have the lowest proportion of female directors on theirs boards – eight women on each of 35 company boards compared to 159 men on these 35 boards at 2011. Of the eight, there were only two women executive directors on boards compared to 50 men. Statistically, it appears that having women directors on REMD boards is not considered important. Even at December 2014, there are only ten women on seven company boards and only one remaining executive director of an REMD company.

Given that female board representation is positively related to accounting returns and that there is a growing voice for legislation to impose mandatory proportions of women directors on boards around the world, it may be in the interests of REMD boards to consider appointing more women more quickly.

The study is the first to examine the numbers and proportions of women directors amongst REMD companies to identify the paucity of such women directors.

Despite gender parity in the general working population, the higher up one looks in ranks within the firm the fewer women one finds. This under-representation of women in top positions at firms is purportedly even more acute in Latin America and the Caribbean (LAC). LAC is a large and increasingly important region of the world where women are well-represented in the workforce and are comparatively better educated than men. Documenting if this resource is utilized at full potential is therefore of crucial importance. The purpose of this paper is to document the level and impact of female representation at the executive level in the region, as no systematic study exists on this topic.

The authors collect an original database of publicly listed companies to determine prevailing gender ratios among board members and executives in LAC region. The authors then estimate whether companies with women board members are more likely to appoint women executives. Finally, the authors estimate whether measures of female leadership at the firm are correlated with company performance.

The authors find that women are as under-represented in LAC as in the USA, but much less so in the Caribbean. The authors find that companies with women board members are more likely to appoint women executives in LAC. The authors find that measures of female leadership at the firm are correlated with company performance but only regarding board membership and only when the proportion of women on the board is greater than 30 percent. Again composition effects are important. Overall, the authors conclude that the LAC region exhibits empirical regularities about under-representation of women in leadership positions at the firm that are very similar to those found for high-income countries in Europe and North America.

The authors are the first and so far unique systematic study exists able to document the level and impact of female representation at the executive level in the region.

This study explores the influence of female executives on the misalignment between corporate ESG commitments and practices, a phenomenon known as ESG decoupling. It also enhances the understanding of female power on affecting ESG decoupling under different ownership settings.

This study uses a quantitative research design to explore the impact mechanism of female executives’ proportion on corporate ESG decoupling under different ownership contexts based on a sample of 2,585 firm-year observations from publicly traded Chinese companies between 2011 and 2021.

Based on agency theory, upper echelons theory and gender socialization theory, our findings indicate that (1) female executives are significantly effective in reducing ESG decoupling, and (2) this effect is more pronounced in non-state-owned enterprises (non-SOEs) compared to state-owned enterprises (SOEs).

This study contributes original insights into the ESG decoupling literature by demonstrating the external influences of corporate governance structure, particularly in the context of China’s unique corporate ownership environment. It also provides strong social implications by highlighting the role of gender dynamics in corporate governance, corporate social responsibility (CSR) behaviors and ESG alignment.

The purpose of this paper is to examine the relationship between Chinese female executives and corporate risk-taking the contingencies that affect this relationship.

A integrated theoretical framework was established, on the basis of which theoretical hypotheses were developed and tested using 20,315 firm-year observations collected from China’s publicly listed companies during the period 2005–2020. Data were collected from China's Shanghai and Shenzhen A-share Stock Exchanges and analyzed using a moderated regression analysis, PSM, 2SLS-IV and PSM-DID model.

The empirical results indicate a negative effect of the ratio of female executives in top management team on corporate risk-taking, and this negative effect can be weakened by the social capital of board directors and the regional marketization.

The paper contributes to research on the relationship between female executives and risk-taking by considering the effect of eastern culture on female executives’ business decision-making and examining the moderating factors inside and outside the firm.

The paper illustrates the active steps that corporations can take to enhance female executives' willingness and capacity to take firm-related risks so as to improve the firm value in the long run.

The paper explores how Chinese culture and Chinese traditional value affect female executives’ decision-making on risky projects or uncertain investments. In addition, our study for the first time examines the moderating effect of board social capital as an internal factor and marketization as an external one on the relationship between Chinese female executives and corporate risk taking. The research examines the gender inequality in the work and competitive environment facing female executives in the areas of different marketization level, which would affect female executives’ cognition and motivation in corporate risk taking.

The under‐representation of entrepreneurial women, or women leaders, in the higher levels of organisations is an increasingly debated issue. Comments in the media regarding the lack of women in senior management positions in the creative industries have attracted much attention, both for and against. Despite opposing viewpoints there is little doubt that this is an issue that requires investigation. However, understanding the under‐representation of women in senior management, leadership and ownership roles has been problematic due to a lack of “hard data”. The purpose of this paper is to provide a quantitative understanding of the under‐representation of female leaders in the UK's creative and cultural industries. Based on a study completed by TBR for the Cultural Leadership Programme (CLP) it presents baseline data and groundbreaking analysis to understand gendered leadership in organisations.

The study for CLP established a quantitative evidence base to benchmark the number of women in leadership in the creative and cultural industries. This was possible by utilising a unique data resource, TCR, which enabled detailed analysis of gendered management structures in creative and cultural organisations. We use this evidence base to further understand gender diversity in organisational leadership positions and the characteristics of different leadership styles.

The study generated unique understanding regarding gendered leadership within the creative and cultural industries. It identified that there are 32,800 female and 82,450 male leaders in the creative and cultural industries and despite there being a comparatively high proportion of all‐female managed organisations, there are half the number of female executives per organisation compared to the UK average.

A trend of polarisation of all female and all male led organisations was identified over the last 25 years, which was reflected in recognition of distinct female and male leadership styles. The study proves some assumptions about the leadership approach of men and women and identifies characteristics similar to the transactional and transformational styles described in Women at the Top by Holden and McCarthy. Unless this trend is reversed, it is likely to become increasingly important for women and men to develop skills in both transactional and transformational leadership styles.

The paper provides a new examination of the balance of male and female leadership in organisations and significantly furthers debate about the under‐representation of women in leadership. It provides “hard‐data” to inform future dialogue regarding entrepreneurial women and further investigates the lack of women in leadership.

This paper aims to contribute to the discussion on the executives’ team and firm performance by investigating the relationships between executives’ compensation, management gender diversity and firm financial performance in growth enterprises market (GEM) listed firms in China.

Data are collected from 461 companies listed on GEM boards during the period from the year 2016 to 2018. Specifically, executives’ compensation and female executives are set as the independent variables, and the proxy selected of corporate performance is Tobin’s Q ratio.

The results show that the correlation between corporate performance and executive cash payment is not significant, while executives’ equity-based compensation shows a significant positive correlation with firm performance. In addition, the participation of female executives is negatively associated with firm performance.

The results have practical implications for governments, policymakers and regulatory authorities, by indicating the importance of women to corporate success. In particular, the findings of this paper emphasize the specific background of GEM in China and provide empirical support for the value of women’s participation in corporate governance. In addition, the finding on the relationship between executive compensation and corporate performance of GEM listed companies provides guidance for the establishment of a performance compensation system of GEM listed companies in China.

This paper provides new evidence for the current literature of executive team and corporate performance. This is the first paper to adopt triangulation in theories from different disciplines including optimal contractual approach, managerial power approach as new perspectives of agency theory, upper echelons theory, motivational-hygiene theory and women leadership style theory. The results will contribute to provide guidance for enterprises to formulate an efficient compensation system and build a reasonable senior management team structure.

This study investigates the relation of executive cash compensation and gender characteristics of senior executives of Thai listed companies using 1,660 firm-years observations from 2009 to 2013. The findings show that male executives earn more cash compensation than do their female counterparts and that compensation is higher for male CEOs whose educational qualifications were Master’s degree or above. Companies with a higher proportion of male executives and with better firm performance (measured by ROA, ROE, and Tobin’s q) pay higher cash compensation. The results conform with the Expectancy theory that male executives receive more compensation than do female executives because of their (expected) abilities to make higher returns to the firm’s assets. Other significant determinants are that older and larger firms pay more cash compensation to the executives (Life cycle theory) and that companies with a higher proportion of independent directors (Agency Theory) and higher ownership concentrations (Stewardship theory) offer less compensation.

The purpose of this paper is to investigate differences in compensation related to gender concentrations among industries at different organisation levels of management to identify gender‐based patterns of compensation at the macro level not investigated in previous studies that simply suggest industry or occupational differences. Findings provide guidance for selection processes, career path management for maximising compensation and policy‐making.

Data from the Current Population Surveys and the Standard and Poor's ExecuComp database were used to examine differences in compensation of managers and top executives.

Findings suggest that men and women must seek different paths and endpoints to optimize compensation. Maximising compensation for women requires working as a minority and changing industries. Men, on the other hand, may work in male‐dominated industries at every level or may move to female‐dominated industries at the managerial and executive levels and still receive equitable pay.

The paper was conducted on a USA sample so further research should examine data from other countries.

In practice, this paper suggests that men and women must seek different paths and endpoints to optimize compensation. Human resource managers should be aware of these potential biases and try to rectify them within their organisations through the use of appropriate selection and compensation practices. At the macro‐level, policy‐makers can identify patterns of inequity to address.

Gender‐related difference studies of compensation offer little understanding about how to maximise compensation during one's management career as it progresses through management levels and across industries.

The authors investigate how a gender-diverse board, a gender-diverse executive team, or a female chief executive officer (CEO) impact bank balance sheet and equity risk.

Using panel data of U.S. bank holding companies over the period of 1992–2019, the authors conduct panel regressions with bank and year-fixed effects to analyze how female directors, female executives, and female CEOs impact a wide range of bank risk measures, controlling for the bank, board and executive characteristics.

The authors find female directors significantly reduce all types of risk. Female executives reduce some balance sheet risk but have an insignificant effect on bank equity risk. However, the presence of female CEOs does not significantly reduce bank risk-taking. During financial crises, female CEOs even increase equity risk.

The findings are important to shed light on the ongoing debate on how gender quota policy could be efficiently used to balance the need for gender diversity while ensuring corporate performance. It could also improve social welfare by guiding proper public policy to ensure the efficient use of social labor capital and curb banks' excessive risk-taking incentives.

The authors provide the first empirical evidence demonstrating that female directors and female executives in the banking industry have different impacts on bank risk-taking. The authors also provide the first empirical evidence that female leaders have a different impact on two different types of risks: balance sheet and equity risk. The study is also the first to analyze the impact of female executives over multiple financial crises.