The impact of management gender diversity on productivity: The contextual role of industry gender composition

Abstract

Managers of different genders play an important role in the success of an organization. Little is known, however, about how management gender diversity is associated with employee productivity at different levels of diversity and the context that might influence this relationship. Integrating the knowledge-based view with role congruity theory, we propose a U-shaped relationship between management gender diversity and employee productivity. As role congruity–related gender stereotypes can be salient in male-majority industries, we advance knowledge by proposing industry gender composition as a key contingency. Building on the integration of theories, we propose that the U-shaped curvilinear relationship will be more pronounced in male-majority industries than in female-majority industries. The predictions were tested using data collected from 248 medium- to large-sized for-profit organizations in Australia via a human resource manager survey and an archival source. The regression results indicate a U-shaped curvilinear relationship across industries and provide the first evidence of a U-shaped curvilinear relationship in male-majority industries and an inverted U-shaped curvilinear relationship in female-majority industries. The findings support the integration of the knowledge-based view and role congruity theory, advance knowledge of industry gender composition dynamics, and provide leaders insights into the specific effects of various management gender compositions. JEL Classification: M12, M14