We build on recent studies on daughter-to-father influence to explore how male founders' fatherhood of daughters impacts female representation in their ventures. We find that, conditional on the total number of children, fathering an additional daughter ver-sus a son is associated with a 4% (11%) increase in female director (employee) representa-tion. This daughter-to-father effect gradually matures as daughters grow up and socialize in schools and workplaces, and it increases as daughters age, suggesting that male foun-ders vicariously learn from their daughters about the constraints women face throughout the daughters' life cycles. Heterogeneity analyses (regarding founder cohort, divorce sta-tus, and social class), combined with qualitative evidence, further substantiate the plausi-bility of vicarious learning as a potential yet understudied mechanism underlying daughter effects. In addition, daughter effects on employee recruitment are concentrated in microbusinesses (number of employees is symbolscript where the founder is close in decision authority to all employees. These findings add important nuances to our understanding of daughter effects in organizational contexts and extend theory of gender homophily in organizations.