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I think classifying right or wrong is unsuitable. Yes, we can observe differing risk behavior between the genders in a normal distribution. But one isn't better than the other: it's the combination of the two which is better than homogeneity. In other words, the combination of female risk behavior with that of male in leadership is more sustainable and more successful.

Male-dominated management tend to protege more men for top jobs. How can that cycle be broken? 

I wish I had a simple answer to this question. We certainly need awareness at all levels that organizations with a mixed gender component are more successful – and we need the courate to implement them.

Basler Kantonalbank is required to have at least one-third female representation on its board as well as in its management. Do you view quotas as sensible ways to lift representation of women in finance? 

By background is academic, so I would hope that we improve representation due to awareness and recognition. It is proven that organizations with a good mix work more sustainably, more innovative and ultimately more economically successfully together. 

«We still haven't achieved what is economically sensible»

This effect doesn't happen until the share of a certain group, in this case a gender, exceeds 30 percent. In my view, this should be incentive enough to do so.

UBS and Credit Suisse seem to have done a lot recently to get women back into the workforce. Why so late, and how serious are their efforts? 

That's not just been the case recently: Swiss firms including UBS and Credit Suisse have been active about diversity for years. How serious they are has to be evaluated individually, especially with such large organizations. There are areas where firms see a lot of progress and others where things are much as they were ten years ago. We certainly haven't achieved that which will drive us economically, which is to include more highly qualified women in the workforce. Given changes in the labor market, this would be desirable.

An often-heard complaint is that women don't want top jobs they are qualified for. 

For a qualified woman – or a man, for that matter – to not want a management role is legitimate. The question is, why not – personal or structural reasons. 

«I'm an advocate for staying authentic»

In other words: if a candidate views the job as unattractive in terms of their personal preferences, or because structural reasons such work models or corporate culture make the role unattractive. Women often have a problem with the latter, which is interpreted as «not wanting top jobs».

Do women need to adopt a more macho attitude in order to make it to the top? 

I'm an advocate for staying authentic, with women as well as men. To stay true to yourself, know your strengths and your weaknesses, and to pursue your journey in an upstanding way – I still find that the best method for career success. If that includes adapting a more macho manner depends on the individual personality.