Gender Diversity or Tokenism? Examining the Impact of Female Executive Leadership on Working Capital Management in Banking Sector of Pakistan

Sadia Malik; Muhammad Shoaib; Faisal Majeed; Rezwan Hossain; Zia Rasheed

doi:10.2478/rsep-2026-0010

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Gender Diversity or Tokenism? Examining the Impact of Female Executive Leadership on Working Capital Management in Banking Sector of Pakistan

Review of Socio-Economic Perspectives

Volume 11 (2026): Issue 1 (June 2026)

By: Sadia Malik , Muhammad Shoaib , Faisal Majeed , Rezwan Hossain and Zia Rasheed

Open Access

|Jun 2026

Figures & Tables

Impact on Governance and Firm Performance

Female Executive and Working Capital Management

Table 1:

Descriptive Statistics

Table 2:

Correlation Analysis

Table 3:

Regression Results (GMM Estimates)

Table 4:

GMM Diagnostics

Table 5:

Robustness Check

References

Authors

Metrics

Articles in this issue

DOI: https://doi.org/10.2478/rsep-2026-0010 | Journal eISSN: 2547-9385 | Journal ISSN: 2149-9276

Journal RSS Feed

Language: English

Page range: 108 - 123

Submitted on: May 22, 2026

Accepted on: Jun 2, 2026

Published on: Jun 30, 2026

Published by: BC Publishing

In partnership with: Paradigm Publishing Services

Publication frequency: 2 issues per year

Keywords:

Gender Diversity,

Tokenism,

Female Executive Leadership,

Working Capital Management,

Corporate Governance,

Banking Sector,

Pakistan,

Emerging Markets

JEL:

G21,

G32,

J16

Related subjects:

Business and economics,

Management accounting, financial controlling, cost calculation, investment

© 2026 Sadia Malik, Muhammad Shoaib, Faisal Majeed, Rezwan Hossain, Zia Rasheed, published by BC Publishing
This work is licensed under the Creative Commons Attribution-NonCommercial 4.0 License.

Volume 11 (2026): Issue 1 (June 2026)

Gender Diversity or Tokenism? Examining the Impact of Female Executive Leadership on Working Capital Management in Banking Sector of Pakistan

Figures & Tables

Diagram 1:

Diagram 2:

Diagram 3:

Diagram 4:

Table 1:

Table 2:

Table 3:

Table 4:

Table 5:

Paradigm

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