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Additional resources for Boards, Incentives, and CSR
7 23 24 A Woman’s Place is in the Boardroom This is broadly consistent with the results of experimental research by Gneezy et al. In a series of problem-solving experiments, they found that, in mixed sex groups, men perform significantly better in competitive than non-competitive environments, but women in mixed groups perform similarly in both environments. ” In their meta-analysis of 45 studies of leadership styles, Eagly et al. 9 Chapter 6 has more on female leadership styles. To be seen as masculine imposes no such constraints on male ambition.
We spoke in March 2005 on the day US aircraft manufacturer Boeing announced that its CEO, Harry Stonecipher, had resigned because of what Boeing called an “improper relationship” with a female executive. The chairman thought an important beneﬁt of our Cross-Company Mentoring Programme (see Chapter 5) was that it provided a formal framework that helped to minimize the risk of such accusations of impropriety. The same is true, in his view, of women’s networks: “At [the chairman’s previous 41 42 A Woman’s Place is in the Boardroom company], I met with the Women’s Network twice a year.
Of the 53, 29 of those still in top jobs had considered or were considering quitting. Why? Wallace says some are frustrated by being held back by their lack of operational experience, some rely too much on one boss for feedback and recognition and others lack the networks of relationships of successful male colleagues that allow them to ask for favors or information, interact easily with peers and hold informal strategic discussions. Males often perceive their female colleagues as lacking conﬁdence, hard to get to know, or not genuine.