Search Results (6)

Background: Our research delved into exploring various selected facets of AI-driven employee engagement, from the gender perspective, among Slovenian entrepreneurs. Methods: This research is based on a random sample of 326 large enterprises and SMEs in Slovenia, with an entrepreneur completing a questionnaire in each enterprise. Results: Findings suggest that there are no significant differences between male and female entrepreneurs in Slovenia regarding various aspects of AI-supported entrepreneurial management practice including the following: AI-supported entrepreneurial culture, AI-enhanced leadership, adopting AI to reduce employee workload, and incorporating AI tools into work processes. The widespread integration of AI into entrepreneurship marks a transition to a business landscape that values inclusivity and equity, measuring success through creativity, strategic technology deployment, and leadership qualities, rather than relying on gender-based advantages or limitations. Our research also focused on the identification of gender differences in path coefficients regarding the impact of the four previously mentioned aspects of AI on employee engagement. While both genders see the value in using AI to alleviate employee workload, the path coefficients indicate that female entrepreneurs report higher effectiveness in this area, suggesting differences in the implementation of AI-integrated strategies or tool selection. Male entrepreneurs, on the other hand, appear to integrate AI tools into their work processes more extensively, particularly in areas requiring predictive analytics and project scheduling. This suggests a more technical application of AI in their enterprises. Conclusions: These findings contribute to understanding gender-specific approaches to AI in enterprises and their subsequent effects on employee engagement. Full article

The theoretical postulates of gender studies demonstrate that inequality, when it comes to women, is more of a sociocultural construct than the result of nature. Gender inequality is typical of higher education, where inclusion of women was a milestone and where the “female advantage” phenomenon refers to the rise of women at this level. Thus, this study aims to investigate the patterns of action that women take in academia when exercising leadership positions. It aims to understand the social behavior related to this phenomenon based on scientific research. The study followed a quantitative method, systematizing the process based on the PRISMA. 2020 guidelines to work with the bibliographic material identified in the Scopus database, and another qualitative method was used in conjunction for a resulting descriptive documentary analysis of the results obtained. This study concludes that women exercise leadership in higher education in teaching, research, and management roles with unequal participation in each of them. Full article

Responding to the latest demand for strategic human resource management research, the paper investigates the links between the strategic choice of sustainable competitive advantage for firms and the executive-employee compensation gap (EECG), and the moderating role of marketization degree in influencing such links between the two. A balanced panel of data consisting of 3900 annual observations of companies listed in China’s Shanghai and Shenzhen A-share manufacturing industries from 2008 to 2017 is used as the research sample, using SPSS 23.0 and STATA 16.0 software. The paper makes empirical analysis using several methods, including factor analysis, correlation analysis, multiple linear regression analysis based on OLS/2SLS, and fixed effect regression analysis, respectively. The empirical results confirmed that the differentiation strategy had a positive effect on EECG, and the marketization degree would strengthen the positive effect; and that the cost leadership strategy had an inhibitory effect on EECG, and the marketization degree would strengthen the inhibitory effect. Further exploration has found that both differentiation and cost leadership strategies can effectively improve firm performance and enhance sustainable competitive advantage when matched with a moderately higher EECG; the level of participation of female executives in corporate governance would harm the performance consequences of differentiation strategy, while improving the performance consequences of cost leadership strategy. Full article

Emotional intelligence is a second-stratum factor of general intelligence (MacCann et al. 2014) that: (a) has been popularly touted as an essential individual difference for effective leadership (Goleman 1998), but also (b) exhibits large gender group differences favoring women (Joseph and Newman 2010). Combining these insights, we propose that emotional intelligence is a key mechanism in the so-called female leadership advantage (Eagly and Carli 2003—which emphasizes the finding that women are rated slightly higher in transformational leadership compared to men). The current study seeks to explain this gender leadership gap by specifying three personality-based theoretical mechanisms that enhance transformational leadership: (a) emotional intelligence (favoring women), (b) communion (stereotypical femininity; favoring women; Hsu et al. 2021), as well as an offsetting effect of (c) agency (stereotypical masculinity; favoring men). Meta-analytic data (including original meta-analyses among the leader’s ability-based emotional intelligence, transformational leadership, communion, and agency) are used to test our theorized model. Results confirm the full mediation model of female leadership advantage. Because the three unique mechanisms operate in different directions, their individual indirect effects are notable, but their cumulative indirect effect is small and near-zero. In conclusion, we emphasize incorporating emotional intelligence with other personality-based explanations of gender effects in leadership perceptions. Full article

This paper aims to examine the relationship difference of strategic leadership to organizational ambidextrous behavior between male and female CEOs, taking into account the balancing effect and combined effect of explorative and exploitative behaviors. A quantitative analysis is conducted from demographic data and relevant organizational ambidextrous data of male and female CEOs of listed companies from 2016 to 2020. In total, 226 valid male-female CEOs pairs are used to test whether there is a significant difference on gender between strategic leadership and organizational ambidextrous behavior. The findings revealed that female strategic leaders with an ambidextrous advantage do not behave inferior to males. This study clarifies the intrinsic relationship between female strategic leadership and organizational ambidexterity, affirming the ambidextrous synergistic effect of female executives in corporate strategic decision-making. The presentation of women in top management may contribute to a better organizational performance through balancing and combining ambidextrous activities, and this study calls on upholding the cultural values of gender diversity and inclusiveness, and to focus on merits of female leaders. Full article

This study aims to understand the relationship between female corporate leadership and firm performance based on exploration and exploitation strategies using a global enterprise data set. Previous studies report conflicting evidence of female corporate leadership on firm performance. This study applies an exploration–exploitation framework and suggests that the relative advantage of female corporate leadership relies upon certain aspects of the firm’s growth strategy. The empirical evidence confirms that the relative advantage of female corporate leadership resides more in the exploitation than the exploration aspect of a firm’s growth strategy compared to male corporate leadership. The study thus offers important implications for broader business practices when considering the alignment between the choice of corporate leadership and firm growth strategy. Full article