Working Paper: CEPR ID: DP18465
Authors: Sule Alan; Gozde Corekcioglu; Mustafa Kaba; Matthias Sutter
Abstract: Using data from over 2,000 professionals in 24 large corporations, we show that female leaders shape the relational culture in the workplace differently than male leaders. Males form homophilic professional ties under male leadership, but female leadership disrupts this pattern, creating a less segregated workplace. Female leaders are more likely to establish professional support links with their subordinates. Under female leadership, female employees are less likely to quit their jobs but no more likely to get promoted. Our results suggest that increasing female presence in leadership positions may be an effective way to mitigate toxic relational culture in the workplace.
Keywords: Female Leadership; Workplace Climate; Social Networks
JEL Codes: C93; J16; M14
Edges that are evidenced by causal inference methods are in orange, and the rest are in light blue.
| Cause | Effect |
|---|---|
| female leaders (J16) | less segregated workplace (J79) |
| female leadership (J16) | support ties with female colleagues (J16) |
| female leadership (J16) | female employees' likelihood to quit (J63) |
| female leadership (J16) | workplace satisfaction (J28) |
| supportive behavior of leaders (M54) | employee satisfaction (J28) |
| increasing female presence in leadership roles (J21) | mitigate toxic workplace cultures (J81) |