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The use of linear models has major limitations for accurately representing the true link between gender diversity and organizational performance. This study aims to explore two curvilinear models and tests which one – the U-shape or the inverted U-shape – best represents the gender diversity–performance link at two hierarchical levels: the board of directors and the workforce.

Both models are tested using data collected from a representative sample of Spanish educational organizations, which are dominated numerically by women, although women are still slightly underrepresented in managerial positions.

The results show the existence of an inverted U-shape and, therefore, the existence of a potential “optimal” level of gender diversity for both the board of directors and the workforce. While the highest performance by the board of directors is attained when the proportion of women and men is balanced in the workforce, the highest level of performance is attained when the proportion of women is greater.

There are hardly any studies simultaneously exploring the gender diversity–performance linkage at two hierarchical levels where the proportion of women/men is substantially different: the board of directors and the workforce. Thus, this study contributes to better know whether such relationship is dependent on the hierarchical position. It is important to know this because each level is related to different functions and tasks and shape a social status that can significantly influence performance.

Building on Upper Echelons Theory and prior research on strategic leadership, the purpose of this paper is to examine the possible effect on employee motivation of two sets of characteristics related to leaders: demographic (gender and age); and professional development (tenure, prior career experience in the organization and training).

The empirical analysis is based on data from a survey of Spanish educational organizations (secondary schools). The hypotheses are tested using hierarchical multiple regression analysis estimations.

The results reveal that the characteristics linked to a leader’s professional development have a significant impact on employee (teacher) motivation. Specifically, a long tenure in office has a negative effect, while prior career experience in an organization and continuous training have a positive impact. However, none of the leader’s demographic characteristics considered in the study has a significant impact on teacher motivation.

Several lines of managerial and educational policy action are suggested for improving employee (teacher) motivation, especially in the specific case of the schools considered here.

This study is one of the first attempts to explore what impact certain leaders’ characteristics have on employee motivation.

We examine gender diversity in Spanish multinational companies to test whether their policies in the different countries (i.e. institutional contexts) in which they operate (mainly Latin American countries) are consistent with institutional norms.

After reviewing the relevant literature, we compare longitudinal gender employment data for some of the largest Spanish multinationals. We then extend the analysis to different organizational levels as well as cross-sectionally, to their Latin American subsidiaries.

While not universal, the largest Spanish multinationals show progress in their compliance of gender recommendations within their national borders, in spite of the voluntary character of the relevant legislation. In addition, their subsidiaries sometimes exhibit better gender proportions than the national averages in Latin American countries.

The study’s emphasis on some of the largest Spanish multinational corporations cannot be considered representative of all Spanish companies or of subsidiaries in those host countries.

This study may be of use for politicians, boards of directors, and other decision makers that need to be factually aware of the way these firms manage workplace diversity.

This study shows that some of the largest Spanish firms are slowly exhibiting responsible behavior with respect to female employment, both longitudinally and in their subsidiaries. The fact that this is not a consistent tendency lends support to the argument that existing legislation should have stronger normative pressures, such as fines and penalties for noncompliance.

The purpose of this chapter is to provide an overview of the research presented in this edited volume.

This report is based on 13 chapters, which vary in terms of research approach, design, and method, yet aims to present different types of diversity in organizations.

The chapters shed light on existing practices promulgating the value of diversity, while opening the road toward diverse definitions of diversity. Contributors provide a critical reflection of the current discourse on different types of diversity around the world. Findings indicate that multinational organizations are regularly confronted with the absence of the necessary sensitivity on behalf of their top management team and spokespeople. Empirical studies advocate strategies that could potentially facilitate both organizations and immigrants to overcome a plethora of challenges.

The report summarizes and integrates novel insights on how organizations approach, view, and manage different types of diversity.