Do multi‐source feedback instruments support the existence of a glass ceiling for women leaders?

Abstract

PurposeThe purpose of this study is to determine if observed ratings on a multi‐source feedback (MSF) instrument reflect the same cognitive constructs of leadership across multiple rating pairs based on rater and ratee gender.Design/methodology/approachThe independent variables of this quantitative research study are MSF rater and ratee gender. The dependent variables are leadership constructs reflected by MSF ratings. During phase I of the data analysis, five models of leadership constructs are built. During phase II of the data analysis, the five models are compared against each other to discover if the same factors determine the cognitive constructs of leadership comprising each model.FindingsFindings from this study indicate that constructs of leadership across multiple rating pairs reflect the same cognitive constructs of leadership. Measurement equivalence for the MSF instrument under investigation has been established.Practical implicationsIt is concluded that the MSF instrument is free of bias, thus not contributing to the existence of a “glass ceiling” keeping women from entering top‐level leadership positions. The potential for a “social epidemic” in the near future whereby the glass ceiling will be shattered and many women will enter into top leadership positions is confirmed.Originality/valueFindings are contrary to the conclusions drawn from the literature review of social role theory, expectation states theory, and leadership categorization theory. This study fills a gap in the empirical body of knowledge, by including a large number of female managers.