The Impact of Women’s Leadership on Firm Performance
DOI:
https://doi.org/10.62177/apemr.v3i3.1494Keywords:
Women's Leadership, Firm Performance, Gender Diversity, Role Congruity Theory, Resource-Based View, Situational Factors, Behavioral Strategies, Systematic ReviewAbstract
This systematic review integrates interdisciplinary literature on the impact of women's leadership on firm performance, based on 40 core articles (AJG 2024 4*/4) and 10 supplementary landmark studies. Four theoretical perspectives are identified: social roles, resource supplementation, contextual factors, and behavioral practices. The review reveals that the influence of women's leadership is not a simple positive or negative effect, but a complex process dynamically regulated by bias challenges, resource complementarity, situational conditions, and strategic behaviors. Core debates center on the shift from simple judgments to situational dependence, from stereotype constraints to strategic integration of agency and communion, and from numerical representation to qualitative capital. Key gaps are identified, including the lack of multi-level interaction theories, sample biases toward developed countries, and endogeneity issues in causal identification. Future research should focus on multi-level interactive processes and expand exploration in Global South contexts such as China.
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Copyright (c) 2026 Shujun Chen
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
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Accepted: 2026-06-08
Published: 2026-06-12
