Fathers of Daughters Hire More Women, Study Finds

Male managers are more likely to hire women following the birth of their first daughter, according to new research published in The Review of Economic Studies. The study utilized Danish administrative data to link employer records with managers' family information, focusing on workplaces with a single manager to isolate decision-making influence on hiring and promotions. Researchers identified the birth of a first daughter as a "plausibly exogenous shock to male managers’ gender attitudes." The findings indicate that male managers hired women 2.9% more often after the arrival of a daughter. This effect was particularly pronounced for women who possessed higher educational attainment, were employed full-time, and commanded a high salary within the company. Beyond hiring, the study also observed a shift in promotion patterns, with male managers showing an increased propensity to promote women. This promotion increase was contingent on the presence of female employees who were deemed "plausibly better suited for higher-responsibility roles." The "first daughter effect" also resulted in a relative earnings increase of approximately 4.4% for women working under these managers. While the birth of subsequent daughters showed some impact, it was less significant than the birth of a first daughter, highlighting the unique influence of the initial experience. The study did not pinpoint a definitive mechanism for this behavioral change but suggests it aligns with broader research on the impact of parenthood on individual perspectives. The research design aimed to control for confounding factors by examining workplaces where a single manager's decisions would be most impactful, thereby isolating the potential influence of a manager's personal life on professional conduct. The data set allowed for a granular analysis of hiring, promotion, and salary adjustments, providing quantitative evidence for the observed changes in managerial behavior. The authors emphasized the significance of the "first daughter effect" as a distinct phenomenon, suggesting that the experience of raising a daughter may foster different attitudes or priorities in male managers compared to other familial circumstances. This research contributes to a growing body of work exploring the intersection of personal life events and professional decision-making, particularly within organizational leadership.