Frauen in Führungspositionen
Frauen in Führungspositionen sind trotz gleichwertiger Qualifikationen im Vergleich zu Männern unterrepräsentiert. Als Ursache werden "unsichtbare Barrieren" angenommen, die Frauen daran hindern, in Hierarchien aufzusteigen ("glass ceiling"-Phänomen). Die Infoplattform "Frauen in Führungspositionen" reflektiert die wissenschaftliche und politische Auseinandersetzung mit diesem Thema.
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Literaturhinweis
Discrimination in Evaluation Criteria: The Role of Beliefs versus Outcomes (2023)
Zitatform
Erkal, Nisvan, Lata Gangadharan & Boon Han Koh (2023): Discrimination in Evaluation Criteria: The Role of Beliefs versus Outcomes. (Department of Economics discussion papers / University of Exeter, Business School 2023,16), Exeter, 32 S.
Abstract
"Using incentivized experiments, we investigate whether different criteria are used in evaluating male and female leaders when outcomes are determined by unobservable choices and luck. Evaluators form beliefs about leaders' choices and make discretionary payments. We find that while payments to male leaders are determined by both outcomes and evaluators' beliefs, those to female leaders are determined by outcomes only. We label this new source of gender bias as the gender criteria gap. Our findings imply that high outcomes are necessary for women to get bonuses, but men can receive bonuses for low outcomes as long as evaluators hold them in high regard." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Gender diversity and firm performance: when diversity at middle management and staff levels matter (2023)
Zitatform
Ferrary, Michel & Stéphane Déo (2023): Gender diversity and firm performance: when diversity at middle management and staff levels matter. In: The International Journal of Human Resource Management, Jg. 34, H. 14, S. 2797-2831. DOI:10.1080/09585192.2022.2093121
Abstract
"The social construction of gender has led to differences in beliefs, knowledge, experiences, or networks between women and men. Some argue that mixed gender teams can show perform better. However, empirical research at the firm level has provided mixed evidence. Moreover, these studies mainly focus on the board of directors or top management teams. Few have examined how middle management and staff levels affect firm performance. These levels form the operational layers that execute the business strategy and run daily operations. Using a unique dataset of 159 large French firms, we find that gender diversity at the two organisational levels positively impacts a firm’s economic performance and contributes to its competitiveness. Gender diversity at these levels is a strategic resource that provides a sustainable competitive advantage by creating value and cannot be easily imitated by competitors quickly. We also find a nonlinear relationship due to a threshold effect related to a critical mass condition, and a hat-shaped relationship (two flat borders around the top) between gender diversity and firm performance. Specifically, firms with balanced diversity (between 40 and 60% women as employees) at the middle management and staff levels tend to be more profitable. Finally, predominantly male firms have similar performance to predominantly female firms, and that balanced-gender diversity is the real contributing factor to firm performance." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Frauen in Führungspositionen: Wo stehen Deutschlands Unternehmen? (2023)
Zitatform
Garnitz, Johanna & Annette von Maltzan (2023): Frauen in Führungspositionen: Wo stehen Deutschlands Unternehmen? In: Ifo-Schnelldienst, Jg. 76, H. 4, S. 63-69.
Abstract
"Im Auftrag der Stiftung Familienunternehmen befragte das ifo Institut knapp 1 000 Unternehmen zum Thema „Frauen in Führungspositionen“. Dabei wurden zum einen die Frauenanteile in den verschiedenen Führungsebenen der Unternehmen betrachtet und zum anderen die Ideen und Anregungen der Unternehmen zur Förderung von Frauen in Führungspositionen erhoben. Die Umfrageergebnisse zeigen, dass Frauen in Führungspositionen mit einem Anteil von durchschnittlich 25% in Deutschlands Unternehmen immer noch stark unterrepräsentiert sind. Insgesamt sind Frauen vermehrt in Betrieben mit weniger als 10 Mio. Euro Umsatz in Führungspositionen tätig und branchenspezifisch vor allem im Handel- und Gastgewerbe und Dienstleitungssektor. Eins von drei Unternehmen hat die Bereitschaft, den Frauenanteil (weiter) zu erhöhen und entsprechende Maßnahmen einzuleiten. Die größten Erfolge versprechen sich die Unternehmen von Initiativen, die eine bessere Vereinbarkeit von Familie und Beruf für beide Geschlechter unterstützen." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Führung in Teilzeit (2023)
Hammermann, Andrea;Zitatform
Hammermann, Andrea (2023): Führung in Teilzeit. (IW-Kurzberichte / Institut der Deutschen Wirtschaft Köln 2023,94), Köln, 3 S.
Abstract
"Führungskräfte arbeiten in der Regel Vollzeit und nehmen häufig auch Überstunden in Kauf. Nur rund 13 Prozent der Beschäftigten mit Personalverantwortung arbeiten in Teilzeit. Rund 73 Prozent von ihnen sind Frauen. Eine Teilzeitoption kann Führungspositionen attraktiver machen, doch dafür braucht es auch mehr unternehmerische Verantwortung in der Belegschaft." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Does a gender pay gap exist on executive boards? An empirical multilevel analysis of executive board compensation in German listed companies (2023)
Zitatform
Handschumacher-Knors, Franziska (2023): Does a gender pay gap exist on executive boards? An empirical multilevel analysis of executive board compensation in German listed companies. In: Journal of business economics, Jg. 93, H. 3, S. 325-357. DOI:10.1007/s11573-022-01107-7
Abstract
"Using a three-stage multilevel model, this paper investigates whether the compensation of female and male members of top management teams differs systematically. For this, the payment and the determinants of compensation of approximately 600 executive board members of German DAX, MDAX, and SDAX companies in the years 2016–2019 were analysed. The differences in remuneration are theoretically founded at the company level by agency theory and at the individual level by human capital theory. The empirical results show that women receive lower compensation than men on average throughout the period under review. However, these differences in pay are especially attributable to the fact that women serve on average for a shorter period on the executive board and rarely hold the CEO position. There is also evidence that executive compensation depends directly on individual attributes (length of service on and position in the board) and company-specific characteristics (firm size and performance) that differ systematically between men and women, but gender determines compensation only indirectly through these factors. The study also confirms that women are still underrepresented on executive boards. With these results, this paper contributes to corporate governance research in the context of the dualistic board system and encourages the discussion about women in leadership positions." (Author's abstract, IAB-Doku, © Springer-Verlag) ((en))
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Literaturhinweis
Why Female Employees Do Not Earn More under a Female Manager: A Mixed-Method Study (2023)
Zitatform
Hek, Margriet van & Tanja van der Lippe (2023): Why Female Employees Do Not Earn More under a Female Manager: A Mixed-Method Study. In: Work, Employment and Society, Jg. 37, H. 6, S. 1462-1479. DOI:10.1177/09500170221083971
Abstract
"Previous studies found contradictory results on whether women benefit in terms of earnings from having a female manager. This mixed-method study draws on survey data from the Netherlands to determine whether female employees have higher wages if they work under a female manager and combines these with data from interviews with Dutch female managers to interpret and contextualize its findings. The survey data show that having a female manager does not affect the wages of female (or male) employees in the Netherlands. The interviews revealed different ways in which managers can improve outcomes for female employees and suggest several reasons as to why some female managers experience a lack of motivation to enhance female employees’ earnings. This detailed focus on mechanisms that underlie female managers position to act as ‘cogs in the machine’ emphasizes the importance of incorporating context and looking at outcomes other than earnings in future research." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Are Women Less Effective Leaders than Men? Evidence from Experiments Using Coordination Games (2023)
Zitatform
Heursen, Lea, Eva Ranehill & Roberto Weber (2023): Are Women Less Effective Leaders than Men? Evidence from Experiments Using Coordination Games. (Discussion paper / Rationality & Competition, CCR TRR 190 472), München ; Berlin, 46 S.
Abstract
"We study whether one reason behind female underrepresentation in leadership is that female leaders are less effective at coordinating followers' actions. Two experiments using coordination games investigate whether female leaders are less successful than males in persuading followers to coordinate on efficient equilibria. In these settings, successful coordination hinges on higher-order beliefs about the leader's capacity to convince followers to pursue desired actions, making beliefs that women are less effective leaders potentially self-confirming. We find no evidence that such bias impacts actual leadership performance, precisely estimating the absence of a gender leadership gap. We further show that this result is surprising given experts' priors." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Strength in Numbers? Gender Composition, Leadership, and Women's Influence in Teams (2023)
Karpowitz, Christopher F.; Preece, Jessica; Stoddard, Olga B.; O'Connell, Stephen D.;Zitatform
Karpowitz, Christopher F., Stephen D. O'Connell, Jessica Preece & Olga B. Stoddard (2023): Strength in Numbers? Gender Composition, Leadership, and Women's Influence in Teams. (IZA discussion paper / Forschungsinstitut zur Zukunft der Arbeit 16625), Bonn, 54 S.
Abstract
"Policies that increase women's representation often intend to provide women with influence over processes and decisions of the organization in which they are implemented. This paper studies the effect of gender composition and leadership on women's influence in two field experiments. Our first study finds that male-majority teams accord disproportionately less influence to women and are less likely to choose women to represent the team externally. We then replicate this finding in a new context and with a larger sample. To investigate the relationship between formal leadership and women's influence and authority, the second study also varied the gender of an assigned team leader. We find that a female leader substantially increases women's influence, even in male-majority teams. With a model of discriminatory voting, we show that either increasing the share of women or assigning a female leader reduces the rate at which individual teammates discriminate against women by more than 50%. These conditions both increase the influence of women and improve women's experience in work teams by creating an institutional environment that reduces the expression of discriminatory behavior at the individual level." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Zur Unterrepräsentanz von Frauen im Unternehmertum (2023)
Zitatform
Kay, Rosemarie (2023): Zur Unterrepräsentanz von Frauen im Unternehmertum. (Daten und Fakten / Institut für Mittelstandsforschung Bonn 34), Bonn, 27 S.
Abstract
"Obwohl die Anzahl der weiblichen Selbstständigen über die letzten Jahrzehnte stärker gestiegen ist als die der männlichen, ist weiterhin eine deutliche Unterrepräsentanz von Frauen im Unternehmertum zu beobachten. Die Selbstständigkeitsneigung von Frauen verharrt nicht nur in Deutschland seit langem auf einem deutlich niedrigeren Niveau als die der Männer. Gleichwohl bestehen in dieser Hinsicht auch innerhalb Deutschlands deutliche Unterschiede, denen es sich weiter nachzugehen lohnt. Der Gender Gap tut sich bereits zu Beginn des unternehmerischen Prozesses auf - Frauen entwickeln deutlich seltener als Männer ein Gründungsinteresse. In späteren Phasen geht die Schere kaum noch weiter auseinander. Deswegen müssten sich Maßnahmen zum Abbau der Unterrepräsentanz vorrangig auf die Stimulierung eines Gründungsinteresses von Frauen richten." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Männer sind in Führungspositionen weiterhin in der Überzahl (Interview mit Susanne Kohaut und Iris Möller) (2023)
Zitatform
Keitel, Christiane; Susanne Kohaut & Iris Möller (interviewte Person) (2023): Männer sind in Führungspositionen weiterhin in der Überzahl (Interview mit Susanne Kohaut und Iris Möller). In: IAB-Forum H. 12.12.2023 Nürnberg. DOI:10.48720/IAB.FOO.20231212.01
Abstract
"Forschungsergebnisse zeigen, dass Frauen insbesondere bezüglich Qualifikation und Erwerbstätigkeit stetig aufholen. Doch gilt das auch für ihren Anteil an Führungspositionen? Susanne Kohaut und Iris Möller gehen dieser Frage seit vielen Jahren nach. Anlässlich der Veröffentlichung ihres aktuellen IAB-Kurzberichts zu diesem Thema hat die Forumsredaktion bei ihnen nachgefragt." (Autorenreferat, IAB-Doku)
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Literaturhinweis
The gender gap among top business executives (2023)
Zitatform
Keller, Wolfgang, Teresa Molina & William W. Olney (2023): The gender gap among top business executives. In: Journal of Economic Behavior & Organization, Jg. 211, S. 270-286. DOI:10.1016/j.jebo.2023.04.017
Abstract
"This paper examines gender differences among top US business executives using a large executive-employer matched data set spanning the last quarter century. Female executives make up 6% of the sample and exhibit more labor market churning – both higher entry and higher exit rates. Unconditionally, women earn 26% less than men, which decreases to 8% once executive characteristics, firm characteristics, and in particular job title are accounted for. We find that female executives are disproportionately represented in firms with more temporal flexibility and female-friendly corporate cultures, but this does not explain the gender pay gap. Rather, corporate culture is correlated with gender pay gaps within firms; specifically the within-firm gender pay gap is significantly smaller at female-friendly firms." (Author's abstract, IAB-Doku, © 2023 Elsevier) ((en))
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Literaturhinweis
Women and Leading Positions in Germany: The Role of Promotion Programs for Women (2023)
Zitatform
Kohaut, Susanne & Iris Möller (2023): Women and Leading Positions in Germany: The Role of Promotion Programs for Women. In: Management revue, Jg. 34, H. 1, S. 30-52., 2022-08-10. DOI:10.5771/0935-9915-2023-1-30
Abstract
"Although women are as well educated as men, they do not reach a proportion in management that reflects their workforce share. Obviously, different actors' policies are required to help promote women to leading positions. This paper addresses the question of whether the introduction and existence of special promotion programs for women impact the probability of reaching a management position. Social role and expectation state theory argue why it is difficult for women to rise to leadership positions. On the organisational level, the "homophily principle" leads to state dependence which is one explanation for the persistence of male leadership. Hence, it is argued that women need special opportunities to demonstrate their skills. Mentoring programs could be one way to support women in their careers. In multi-variate analyses, probit models are estimated to model the influence of promotion programs on the probability of reaching a leading position. The estimations are based on a German linked employer-employee dataset of almost 142,000 women employed in 3,240 establishments. The dataset covers the time from 2008 to 2014 and allows to control for individual and firm-specific variables. The results show that the introduction of women-friendly policies increases the probability of reaching a managerial position, whereas the existence of such programs does not have an impact." (Author's abstract, IAB-Doku, © Nomos) ((en))
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Literaturhinweis
Führungspositionen in Deutschland 2022: Frauen bleiben nach wie vor unterrepräsentiert (2023)
Zitatform
Kohaut, Susanne & Iris Möller (2023): Führungspositionen in Deutschland 2022: Frauen bleiben nach wie vor unterrepräsentiert. (IAB-Kurzbericht 22/2023), Nürnberg, 8 S. DOI:10.48720/IAB.KB.2322
Abstract
"In der Betriebsbefragung IAB-Betriebspanel wird in regelmäßigen Abständen die Zahl von Führungskräften auf der obersten und – soweit vorhanden – der zweiten Führungsebene sowie die Zahl der Frauen und Männer in Führungspositionen erhoben. Auf den Führungsetagen der privatwirtschaftlichen Betriebe bleiben Frauen nach wie vor deutlich unterrepräsentiert, trotz verschiedener Gesetzesinitiativen der letzten Jahre. Der Anteil von Frauen auf der ersten Führungsebene ist unverändert niedrig; ihr Anteil auf der zweiten Führungsebene hat sich seit 2016 nicht mehr erhöht. Im Vergleich zu 2014 bieten inzwischen mehr Betriebe die Möglichkeit, Führungspositionen mit reduzierter Arbeitszeit auszuüben." (Autorenreferat, IAB-Doku)
Weiterführende Informationen
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Literaturhinweis
Women's management in local government: The effects of substantive representation on welfare service efficiency (2023)
Zitatform
Martínez-Córdoba, Pedro-José, Bernardino Benito & Isabel-María García-Sánchez (2023): Women's management in local government: The effects of substantive representation on welfare service efficiency. In: Social Policy and Administration, Jg. 57, H. 3, S. 272-286. DOI:10.1111/spol.12853
Abstract
"Spanish legislation on gender quotas in electoral candidate lists implies the effective incorporation of women into politics. This measure has created interest in the impact of this law on public service management (substantive representation), especially welfare services. This is due to the influence these services have on work-life balance. Hence, the objective of this research is to determine the impact of women politicians on the efficiency of municipal welfare services. We estimate efficiency levels in public social service management using non-parametric techniques over the last three local government legislatures in Spain. We then use truncated regression models to estimate the impact of women's substantive representation on these efficiency levels. The results confirm that more women in local government and female leadership in the opposition result in better levels of efficiency through reduced spending. In contrast, female leadership in the government and many women in the opposition reduce efficiency by supporting spending without increasing welfare services." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
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Literaturhinweis
Gleichstellungsindex 2022: Gleichstellung von Frauen und Männern in den obersten Bundesbehörden (2023)
Meißmer, Christian; Schneiderle, Jens; Nitze, Alexandra;Zitatform
Meißmer, Christian (2023): Gleichstellungsindex 2022. Gleichstellung von Frauen und Männern in den obersten Bundesbehörden. (Gleichstellungsindex ... 8), Wiesbaden, 17 S.
Abstract
"Der Gleichstellungsindex wird jährlich vom Statistischen Bundesamt im Auftrag des Bundesministeriums für Familie, Senioren, Frauen und Jugend erstellt. Er bildet jährlich den Stand zum 30. Juni ab und ist die Basis für die Beurteilung der Fortschritte beziehungsweise Handlungsbedarfe in Bezug auf das gesetzlich verankerte Ziel einer "Gleichberechtigten Teilhabe" (d. h. "annähernd numerische Gleichheit") von Frauen in Führungspositionen in der Bundesverwaltung bis Ende 2025." (Autorenreferat, IAB-Doku)
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Literaturhinweis
Manager's gender, supervisory style, and employee's perception of the demanding work climate (2023)
Zitatform
Mensvoort, Carly van, Donald Tomaskovic-Devey & Tanja van der Lippe (2023): Manager's gender, supervisory style, and employee's perception of the demanding work climate. In: European Sociological Review, Jg. 39, H. 6, S. 862-875. DOI:10.1093/esr/jcad019
Abstract
"Prior research on the link between managers’ gender and workplace gender equity primarily focuses on career outcomes. The present study explores overly demanding work climates, which we see as a realization of the ideal worker norm, bad for all workers, but a particular barrier to women’s careers. We examine whether female managers are ‘agents of change’ toward better work climates, while also exploring the impact of gendered supervisory styles on employees’ experience of overly demanding work. Together we provide a novel elaboration of the doing gender framework and the question of whether women managers are agents of change. Two-level models with organization-fixed effects for a European manager-employee linked sample reveal overall support for female managers as change agents, particularly when they manage with a feminine supervisory style. A masculine supervisory style increases employee perceptions of being overworked irrespective of manager’s gender. When female managers only enact a masculine supervisory style, they produce particularly less favourable employee experiences. Male managers who combine both feminine and masculine styles also produce worse work climates for their subordinates." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Women as leaders in male-dominated sectors: A bifocal analysis of gendered organizational practices (2023)
Zitatform
O'Brien, Wendy, Clare Hanlon & Vasso Apostolopoulos (2023): Women as leaders in male-dominated sectors: A bifocal analysis of gendered organizational practices. In: Gender, work & organization, Jg. 30, H. 6, S. 1867-1884. DOI:10.1111/gwao.13019
Abstract
"Women in male‐dominated sectors face significant challenges to progress their leadership aspirations. While organizations have activated policies and practices that ostensibly assist women to progress, they still face entrenched gendered practices and cultures that create ongoing obstacles. In this paper, we examine the gendered social practices from insights of 15 women leaders in Australia as they attempt to advance their careers. In particular, on formal policies, informal practices, narratives and social interactions, and informal patterns of unconscious bias and merit, they negotiate in three male‐dominated sectors: Trades, Sport, and Surgery. The findings indicate a disconnect between policies and their application. Women were conflicted about the importance of quotas, and often felt unable to access flexible work arrangements upon returning to work after parental leave. Career pathways were often unclear, and women felt a lack of support from their organization, particularly when they attempted to navigate dominant masculine cultures. Drawing on these findings, we argue that executive leaders are central to changing the systemic sexism and discrimination in organizations that persist in male‐dominated sectors. To create organizational changes necessary for women to step into leadership roles, we propose four target areas: create accessible and visible career pathways, provide networking support, activate mentoring opportunities, and address unconscious bias." (Author's abstract, IAB-Doku, Published by arrangement with John Wiley & Sons) ((en))
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Literaturhinweis
Gender diversity in senior management and firm productivity: Evidence from nine OECD countries (2023)
Oecd, ;Zitatform
(2023): Gender diversity in senior management and firm productivity: Evidence from nine OECD countries. (OECD productivity working papers 34), Paris, 29 S. DOI:10.1787/58ad664a-en
Abstract
"This paper investigates the link between gender diversity in senior management and firm-level productivity. For this purpose, it constructs a novel cross-country dataset with information on firms' senior management group and other firm characteristics, covering both publicly listed and unlisted firms in manufacturing and non-financial market services across nine OECD countries. The main result from the analysis is that productivity gains from increasing gender diversity in senior management are highest among firms with low initial diversity. Increasing the female share to the sample average of 20% in firms with initially lower shares would increase aggregate productivity by around 0.6%. This suggests that improving women's access to senior management positions matters not only for equity but could yield significant productivity gains." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Welcome on Board? Appointment Dynamics of Women as Directors (2023)
Zitatform
Schoonjans, Eline, Hanna Hottenrott & Achim Buchwald (2023): Welcome on Board? Appointment Dynamics of Women as Directors. (ZEW discussion paper 23-005), Mannheim, 50 S.
Abstract
"Increasing the participation of women in top-level corporate boards is high on the agenda of policymakers. Yet, we know little about director appointment dynamics and the drivers and impediments of women appointments. This study builds on organizational and group-level behavior theories and empirically investigates how ex-ante board structures and gender-specific board dynamics impact the representation of women on corporate boards. We study boards of listed firms in Europe between 2002 and 2019 and find a declining appointment probability for every additional woman, i.e. the share of women already on the board negatively predicts the likelihood of additional women appointments. Further, we find evidence of a replacement effect, i.e. the likelihood of a woman being appointed as director is significantly larger when a woman, compared to when a man, leaves the board. We do not find spillover effects from non-executive to executive boards. These results are robust to econometric model specifications that address potential endogeneity concerns using matching and instrumental variables. Our results confirm that board director appointments are gender specific and suggest that demand-side factors such as explicit and implicit norms drive women appointments up to a certain threshold." (Author's abstract, IAB-Doku) ((en))
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Literaturhinweis
Professors' gender biases in assessing applicants for professorships (2023)
Zitatform
Solga, Heike, Alessandra Rusconi & Nicolai Netz (2023): Professors' gender biases in assessing applicants for professorships. In: European Sociological Review, Jg. 39, H. 6, S. 841-861. DOI:10.1093/esr/jcad007
Abstract
"Recent evidence suggests that women are more likely to be selected for professorships when they apply. This female advantage may be partly due to the widely promoted gender-equality policy of having a substantial female quota in selection committees. Yet, research has rarely considered whether male and female committee members evaluate applicants for professorships differently. We address this research gap based on a large factorial survey experiment with German university professors from different disciplines. We asked these professors to rate how qualified hypothetical applicants are for full professorships and the likelihood of inviting these applicants for a job interview. We find that female applicants have an modest advantage both in their perceived qualifications and in their likelihood of being invited—with no differences between the male and female professors assessing them. Importantly, however, the female advantage in invitation does not apply to highly qualified female applicants but only to female applicants with low and mediocre perceived qualifications—again, there is no difference between male and female professors. Moreover, our analyses do not indicate a Matilda effect, that is, we do not find a co-authorship penalty for female applicants." (Author's abstract, IAB-Doku) ((en))