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The introduction of gender quota laws in many countries has garnered significant attention in the literature and in the political discourse. Proponents of this solution emphasise its potential to bolster opportunities for women, foster their participation on boards of directors and improve corporate governance, market value and firm performance. Conversely, opponents express concerns regarding the possibility of appointing less-qualified women, thereby diminishing board effectiveness and potentially leading to negative consequences on firm market value and performance. This study aims to address this ongoing debate by examining the impact of gender quota laws on firm performance.

The impact of gender quota laws on firm performance, measured through ROE, ROA and ROI, is evaluated using a database of 27,977 Italian firms and adopting a two-stage traditional treatment effect model.

The econometric analysis reveals a negative impact of the gender quota law on firm performance.

This study contributes to the academic debate on the pros and cons of imposing gender quota laws by providing empirical evidence on their impact on firm performance.

This study aims to identify the intermediate psychological mechanism – organizational identification – that links authentic leadership with follower’s organizational citizenship behavior (OCB). Moreover, it examines the moderating role of perceived organizational support (POS) in the relationship between authentic leadership and organizational identification.

This study uses a cross-sectional research design involving 356 employees from diverse corporations in South Korea. Data were collected using a structured questionnaire to measure perception of authentic leadership, organizational identification, POS and OCB.

The results indicate that organizational identification significantly mediates the relationship between the perception of authentic leadership and follower’s OCB. Furthermore, POS acts as a moderating variable, strengthening the relationship between authentic leadership and organizational identification. Specifically, followers who perceive strong support from their organization are more likely to develop a robust sense of organizational identification under authentic leadership, which in turn, enhances their OCB.

This study offers a novel integration of social identity theory and organizational support theory to examine how authentic leadership influences follower’s OCB. It is among the first to introduce organizational identification as an intermediary in this context and to investigate the moderating effect of POS. The findings provide valuable insights for managers aiming to cultivate a workplace culture that fosters organizational identification and citizenship behaviors, thereby enhancing organizational effectiveness. Future research directions are also highlighted.