The Glass Cliff: Why Women Often Rise to Leadership Positions During Crises

Abstract

Abstract: This article explores the "glass cliff" phenomenon in which research has shown that women are more likely to be selected for precarious leadership roles during times of crisis or organizational difficulty. Known as the glass cliff effect, studies demonstrate that women face higher risks of being placed in positions with greater chances of failure compared to equally qualified men. The article outlines factors that may drive glass cliff placements such as tokenism, scapegoating, and gender stereotypes. It discusses implications for promoting equitable leadership opportunities and presents examples from banking, technology and healthcare industries where proactive efforts helped mitigate glass cliff risks. The article advocates for recognizing implicit tendencies that disadvantage women leaders in high-pressure contexts. It proposes actions like unbiased succession planning, educating on unconscious biases, increasing overall diversity, and ensuring support systems for female executives. With awareness of glass cliff dynamics, organizations can dismantle systemic barriers and judge all candidates fairly based on merit alone.