• Changing the gender of your CEO could have a detrimental effect on firm performance, according to new research from emlyon business school
• Yet, hiring a new CEO with the same gender as their predecessor ensures the ship runs smoothly
• Boards of directors struggle to get to grips with new ways of CEOs working, and the changing of gender adds another change to grapple, finds the study

There’s been plenty of research into whether or not the gender of a leader has an impact on their success in their role – so far, the results are pretty inconclusive. As expected, someone’s successes or failures are, of course, not solely defined by their gender.

However, gender can have an influence on a leader’s characteristics – i.e. research shows women are much more likely to be risk-averse, while men are much more likely to be bullish; women are much more likely to be collaborative. Men are more likely to be competitive and assertive; women are much more likely to listen to others.

And though these stereotypes can be seen within male and female leadership, one gender doesn’t perform less than another purely because of their gender. However, new research from emlyon business school does show that the gender of the person in a leadership role before you, could actually inadvertently impact on your success.

Hiring a CEO of the same gender

In fact, when hiring a new CEO, research shows it may make sense to stick to one of the same gender as the predecessor. The findings show that hiring a successive CEO who is a different gender to the outgoing CEO negatively affects firm performance. However, on the flip side, hiring a CEO who is the same gender as the one before ensures the firm continues to perform well.

Interestingly, no matter what the combination of outgoing CEO to successor – male-to-male, male-to-female, female-to-male or female-to-female – it is only when the gender of the CEO changes, that negative effects on the firm’s performance arise, due to the change.

These are the findings from research by Nikos Bozionelos, Professor of HRM and Organisational Behaviour at emlyon business school, alongside postgraduate students, Yingbing Lan and Yifan Xu, also from emlyon, who wanted to understand whether the gender of a successive CEO impacted the firm’s performance.

The researchers extracted data that covered all CEO successions in firms listed in the Chinese stock market between 2001 and 2016 – 4,338 CEO successions in total.

They examined the relationship between firm performance, through return on assets, one year before and one year after the CEO succession and the four combinations of CEO predecessor-successor sex (male-to-male, female-to-female, male-to-female, female-to-male).

Interestingly, they found no difference in subsequent firm performance when the CEO was replaced with a CEO of the same sex (male-to-male or female-to-female). Instead, they found that the performance of the firm deteriorated when the sex of the new CEO was different from the sex of the predecessor, regardless of whether the succession was male-to-female or female-to-male.

This implies that the natural transition of a new CEO is made more difficult by CEO also being a different gender. The researchers say that for any new CEO, it takes time to embed themselves in the ‘in-group’ of top management, and they are often seen as outsiders.

Newcomers with similar key characteristics to those already in the in-group are much more likely to be accepted – if the management is used to a female or male CEO, it’ll take longer to accept a CEO of the other gender, the study suggests.

“CEO succession is often disruptive or at least unsettling for the executive team and by extension for the firm,” points out the research team. Nikos Bozionelos adds, “No matter how similar to the predecessor the new CEO is, there are always differences in management style and outlook of situations. It appears that newcomers who are, or are seen, as similar to the CEO before – thus, often due to being the same gender – make the transition from one CEO to another smoother, thus affecting the organisation less”.

Interestingly, this may say more about those already in the organisation, compared to the new CEO, say the researchers.

The researchers suggest that when looking for or appointing a new CEO, firms must not consider the sex of the candidates, and should instead simply look at credentials and past performance. Firms should also pay attention to facilitating the process of succession, specifically when a CEO of a different gender is taking over, regardless of whether this CEO is a woman or a man.

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