Are women less effective leaders than men? : evidence from experiments using coordination games

We study whether one reason behind female underrepresentation in leadership is that female leaders are less effective at coordinating followers' actions. Two experiments using coordination games investigate whether female leaders are less successful than males in persuading followers to coordinate on efficient equilibria. In these settings, successful coordination hinges on higher-order beliefs about the leader's capacity to convince followers to pursue desired actions, making beliefs that women are less effective leaders potentially selfconfirming. We find no evidence that such bias impacts actual leadership performance, precisely estimating the absence of a gender leadership gap. We further show that this result is surprising given experts' priors.