Mentoring young female professors in economics, an academic field in which women are historically underrepresented, can lead to an increase in their likelihood of staying in academia and of receiving tenure at a top 30 or 50 economics program in the world,  relative to their peers without mentors.

Women’s groups led by peer facilitators reduced neonatal mortality rates and maternal depression in tribal, rural populations of eastern India.

Entrepreneurship training for women was found to be much more effective in increasing business activity for those who participated with a friend.

Men’s high willingness to compete in individual tournaments decreases dramatically in team tournaments, while women are equally willing to compete individually or as part of a team.

A business skills training program for female microfinance clients in Peru had little effect improving business performance and did not increase women’s decision making power at home.

While generally women are more risk averse than men, when women have even small amount of income, they are more willing to take future risks. Instead, men increase their risk-taking after winning, even if the odds do not favor them subsequently.

When a woman is the only female in a high-prestige work group, she is unlikely to recruit another woman to her team for fear of being outperformed or undervalued, however, she is just as likely to recruit another woman when the high-prestige work group is already majority female.

Providing information about male and female employees’ individual contributions to a group task, or information about female employees’ competence in previous tasks, reduces negative assessments about women’s contribution to group work.

Women who initiate negotiations in the workplace are more likely to be penalized than their male counterparts.

Women are less competitive than men in patriarchal societies, but this result reverses in matrilineal societies, where women are more competitive than men.