The Power of One or Power in Numbers?

This study analyzes the impact of racial/ethnic minority leaders on equity and diversity policies. Previous research finds that minority leaders are associated with reduced inequality, yet the ways in which these leaders impact organizational policies are understudied. Our analysis relies on a unique dataset of corporate practices, CEO race/ethnicity, and board member race/ethnicity in Fortune 500 firms from 2001 to 2010. The authors find that while minority CEOs have minimal impact on equity policies, diverse boards are significantly associated with equitable practices. They conclude that board diversity is critical for shaping corporate practice related to equity and diversity

Why So Few Women Directors in Top UK Boardrooms? Evidence and Theoretical Explanations

Using evidence from a survey of women directors in FTSE 100 companies, this paper considers possible explanations for the persistent homogeneity of top UK boards. Only 61 per cent of the top 100 companies had female directors in 2002, down from 64 per cent in 1999. Women held only 3 per cent of executive (= US inside) directorships, and there were only 15 women executive directors in total. Explanations usually include women's lack of ambition, lack of experience and lack of commitment. These have been disproved by research, but underlying theories of social exclusion may provide insight into this persistent phenomenon