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This study aims to explore how female leadership contributes to corporate innovation through a systematic literature review. The authors provide a framework based on empirical studies to provide a broader perspective of corporate innovation based on female leadership.

To understand the most recent developments in leadership, a thorough literature study is carried out to discover the antecedents of women’s leadership and their contribution to corporate innovation, with an emphasis on literature published between 2013 and 2022. An intensive research plan was developed, and 1,120 outcomes were obtained. Finally, 35 studies met the criteria for inclusion in the study. A comprehensive and systematic approach is followed, with the goal of not just summarizing current empirical studies on the subject, but also including an aspect of analytical critique besides organizational policies.

The findings show that organizations with female chief executive officers (CEOs) are more likely to innovate. When female CEOs come on board, organizations are more likely to engage in creative activities. Research also reveals that female CEOs who head organizations are more likely to engage in new and creative business practices that are environment friendly. Moreover, developing nations are encouraged to accelerate the adoption of structural transformation initiatives that would provide women with access to information and technologies.

This research is limited to literature published between 2013 and 2022.

It is important to select the organizational response to board female representation institutional logic to reflect the intended sort of performance. Organizational stakeholders were unfavorable to female leadership, implying that such perceptions harm women but benefit men. Prior research emphasizes distinctions in leadership effectiveness between males and females, diverting attention elsewhere from examining the reasons that generate differences among executives in organizations. For policymakers to promote more women in top positions based on female knowledge, skills and abilities (KSAs), they need to understand how firms deviate from traditional standards. In addition, it is crucial to pay attention to how male and female leaders are supported by their followers.

This research offers organizations a holistic view regarding female leadership and helps them understand their contribution in innovation.

In modern, dynamic and technological landscapes, female participation is one of the key aspects that corporates consider to sustain and drive growth. That is why, modern societies without women’s contribution to economic growth and innovation are deemed incomplete. The current study highlights their contribution to the economy. Literature also indicates that the presence of female leadership on boards impacts corporate innovation, as well as financial performance and contextual factors.c

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Innovation output tends to be greater when women occupy executive positions. However, female participation in the top corporate jobs is still low overall. This can be addressed by challenging conventional gender stereotypes that assume women lack the attributes perceived as necessary to succeed in a leadership role.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

This study aims to explore the mediating role of employee work engagement in the relationship between training and creativity in the education sector in India.

The sample for this study consisted of 260 faculty members from 11 public universities in the Punjab region. Partial least squares-structural equation modeling (PLS-SEM) was utilized to test the hypotheses.

The results of the study revealed that training has a significant direct and indirect effect on employee creativity through employee work engagement. The findings suggest that training can stimulate work engagement, highlighting the importance of fostering employee engagement for enhancing creativity.

While the method used in this study may not facilitate direct generalizations, it offers valuable insights into prevalent discursive strategies found in numerous contemporary public organizations.

The findings offer insights for designing targeted training interventions to enhance work engagement and foster creativity among faculty members in the education sector.

This study contributes to the existing literature by addressing a gap in research on the interaction between training, work engagement and creativity. As there have been limited studies on this topic in the education sector in India, this research provides novel insights and extends the understanding of how these variables are related.

Following the job demands-resources theory, this study aims to investigate the role of female managers in enhancing employee well-being in terms of psychological health via workplace resources.

Based on a large-scale job stress survey of approximately 96,000 employee-year observations ranging from 2017 to 2019, this study applies structural equation modeling to construct latent workplace resources at the task, group and worksite levels and then examines the impact of female managers on employee well-being, including occupational stress, job satisfaction, work engagement and workplace cohesiveness.

The findings provide supporting evidence for the transformational leadership behaviors of female managers. The presence of women in management is associated with improved workplace resources and employee well-being, particularly workplace cohesiveness, work engagement and reduced occupational stress. These relationships are significantly mediated by workplace resources, which elucidates the underlying mechanisms involved. Notably, the positive indirect effects via workplace resources could counteract the negative direct effects of female managers. Compared with top managers, female middle managers have more substantial impacts.

In practice, it is recommended to promote female representation at the management level and strengthen policies that support female middle managers to ensure favorable effects on workplace resources. In a gender-diverse management team, it is important to share female managers’ experiences in improving employee psychological well-being.

This study provides new empirical evidence to support the transformational leadership behaviors of female managers and elucidates the mechanism of female managers’ influence on employee well-being by introducing workplace resources as mediators.