Ethical Boardroom Summer 2017

Page 84

Latin America | Gender Diversity

Board gender diversity in Latin America The feminine advantage: an integral vision of strategic risks There is a close relationship between the lack of gender diversity in decision-making positions and the increased risk and conflict with stockholders and stakeholders in an organisation.

In Latin America, where businesses are often subject to distortions and to the absence of regulations that are in place elsewhere, a multidisciplinary and diverse management team is a must. These teams are better prepared to address all potential risks at the time of investment. Research has proven that the participation of women on boards of directors helps to 84 Ethical Boardroom | Summer 2017

Alejandra Mastrangelo

Consultant in Corporate Identity and Governance take into account the voice of all stakeholders. In homogeneous corporate boards, lack of diversity is fertile ground for group thinking, which increases the risk for the organisation. That’s why experts recommend heterogeneous boards.

The female outlook

With regard to gender diversity specifically, studies of numerous disciplines, such as neuroscience, sociology and economics, found that men tend to have a style that is more focussed on the bottom line and on stockholders. Men use the analytical region

of the brain to a greater extent for decision-making. And, given that the region responsible for anxiety is four times smaller in men than in women, men have an innate ability to handle stress more effectively. Women often provide a 360-degree view of the organisation’s strategic risks, are less prone to confrontation and establish valuable relationships that raise levels of awareness and compassion in work teams. Their more collaborative style leads them to build consensus, use empathy and anticipate the impact of short, medium and long-term decisions for all stakeholders. Female brains are wired to facilitate communication between analytical and intuitive processing modes, which equips them with a greater ability to communicate. www.ethicalboardroom.com


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Oversight of AML: Time to take notice

9min
pages 132-135

Global News: Asia & Australasia

3min
pages 130-131

Transparency: The key to risk management

5min
pages 128-129

Activist shareholders and executive compensation

11min
pages 104-107

Law and economics of hedge fund activism

15min
pages 108-113

Putting cybersecurity at the top of the board’s agenda

20min
pages 114-119

Navigating expectations on human rights

7min
pages 102-103

Successful activism — what does it mean?

19min
pages 96-101

Novo Mercado: paving the way

10min
pages 86-89

Board gender diversity in Latin America

5min
pages 84-85

Global News: Latin America

12min
pages 78-83

Institutional investors turn to the courts

30min
pages 60-69

Resolving the issue of NPLs

11min
pages 56-59

Championing integrity in Gulf countries

24min
pages 24-33

The incumbents’ view

6min
pages 42-43

Board refreshment: New paradigms

9min
pages 44-47

Reframing the role of an interim CEO

10min
pages 34-37

UK Governance Code – the next 25 years

20min
pages 10-15

Why it’s time to start the trust fightback

9min
pages 54-55

Why good companies end up on the wrong side of the law

5min
pages 16-17

Global News: Middle East

14min
pages 18-23
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