Female CEOs affect CSR performance but context is key finds DCU NCFB report

The research, which draws on data from 1555 family firms in 29 countries, shows a complex relationship between gender, leadership, and corporate responsibility that challenges conventional assumptions about women in business.

The Paradox of Progress

The study found that female CEOs actually perform better on social responsibility initiatives in societies where gender bias against women is stronger. This counterintuitive finding suggests that social pressure on women to conform to traditional "caring" roles can translate into superior corporate performance on environmental and social issues.

However, the institutional environment plays a crucial role in determining when gender differences in leadership translate into organizational outcomes and the presence of female leaders doesn’t automatically improve corporate social responsibility

DEI and External facing initiatives

The research examined two types of corporate social responsibility: internal initiatives focused on employees (such as diversity hiring and disability inclusion) and external programs focused on environmental protection and community engagement. Female CEOs showed positive effects in both areas, though the strength varied depending on the institutional context.

Global Implications

With family businesses dominating economies worldwide and an increasing trend toward appointing female CEOs in these firms, the findings have significant implications for business strategy and policy-making.

The study covered diverse regions including North America, Europe, South America, Southeast Asia, and parts of Africa, providing insights that extend far beyond Western business contexts.

The findings underscore the complex interplay between individual leadership, cultural expectations, and legal frameworks in determining corporate social performance in our interconnected global economy.