Glass Cliff Research Articles

Dramatic Change in the Gender Profile of Irish University Presidents: Possible Explanations?

The gender profile of Irish university Presidents changed dramatically between 2020-2023. Since the 16th century, no woman had ever headed up an Irish public university: seven of the 12 are headed by women (58%), compared with roughly a quarter in the EU. Drawing on secondary data, the chapter explores four analytically distinct explanatory hypotheses: ‘glass cliff’; state interventions; the availability of qualified and interested candidates; and the characteristics and dynamics of specific institutions. There is considerable support for the glass cliff hypothesis with 100% of the nine processes run prior to the COVID-19 pandemic (March 2020) appointing men, while seven of the nine (78%) run post COVID-19 appointed women. State initiatives, and the availability of qualified interested candidates created a supportive context. Indicators in individual HEIs such as a tradition of courses in women’s studies, of gender equality champions, appointments of women at professorial and Vice-Presidential level were also important. Although change in the gender profile of Irish universities is to be welcomed, it does not indicate that gender inequality no longer exists.

Organizational Crisis in Spotlight Increases Preference for Female but not Ethnic Minority Leaders: The Role of Signaling Theory for Glass Cliff Appointments

In times of crisis, decision-makers often appoint atypical candidates (i.e., women or ethnic minorities) as leaders, a phenomenon known as the “glass cliff.” Two online experiments (N = 607) with employees in Switzerland and France investigated whether media and stakeholder (i.e., third-party) attention toward the organization drives these preferences given that atypical appointments may be used to signal change. As expected, we found that atypical candidates were more likely appointed during a high third-party attention crisis compared to a low third-party attention crisis and a no-crisis situation. Third-party attention, however, had varying effects on female and ethnic minority candidates, illuminating the complexities of atypical leadership selections during crises. Against expectations, candidate choice was unrelated to the perceived importance of signaling change. Although this research provides causal evidence of the impact of third-party attention on atypical leadership selection, the underlying psychological mechanisms postulated by signaling theory need to be further explored.

Women in Law Enforcement: The Glass Cliff and Gender Revisited

Women in Law Enforcement: The Glass Cliff and Gender Revisited

Ethnic minorities and the leadership glass cliff: Insights into a field experiment

AbstractUsing a resume study, we investigate hiring discrimination for leadership positions against job applicants with Chinese and Indian names before and during the COVID‐19 pandemic. We submitted more than 8000 job applications to job advertisements in Australia. We find hiring discrimination against applicants with Chinese and Indian names for non‐leadership positions before and during the pandemic. However, hiring discrimination has not increased during the pandemic. Importantly, and consistent with the glass cliff theory, hiring discrimination has largely vanished for leadership positions during the pandemic, for which discrimination was most pronounced before the pandemic.

The feminization of student’s leadership in the universities: the election of the first female SRC president in KNUST

ABSTRACT Historically, women have been marginalized in student leadership in higher education institutions; nevertheless, recently, a number of women have gradually taken up leadership roles and risen to the topmost ranks previously held by only men. In Ghana, there is a gradually shifting from an exclusively men-dominated headship position for the SRC president to the inclusion of women. This article uses the glass cliff and feminization of leadership theories to establish the gradual changes in student leadership. This paper contributes to scholarship on women’s leadership by using the historic election of Yvonne Osei Adobea in 2023 as the first female SRC president in the Kwame Nkrumah University of Science and Technology to question whether this is a symbol of feminization of student leadership or a form of glass cliff. Using key informant interviews, archival data, and participant observation, this paper uniquely explored the extent to which student leadership in universities has been feminized. The paper argues that despite the overall marginalization of women’s leadership, some women have broken through the glass ceiling of student leadership. In addition, the inability of the male leadership to adequately address student needs has introduced the glass cliff phenomenon of experimentation with women’s leadership.

Opportunity in Disguise? Examining Career Paths of Female Directors Following Glass Cliff Assignments

Opportunity in Disguise? Examining Career Paths of Female Directors Following Glass Cliff Assignments

Women and Ethnic Minority Candidates Face Dynamic Party Divergent Glass Cliff Conditions in French Elections

Women and Ethnic Minority Candidates Face Dynamic Party Divergent Glass Cliff Conditions in French Elections

A mixed-method approach on the glass cliff phenomenon: a case of public sector service organizations in Iran

PurposeThis study aims to develop and test a model of the antecedents, mediators and consequences of the glass cliff phenomenon through public sector service organizations in Iran to explore more insights on gender inequality in managerial positions.Design/methodology/approachThe current research was conducted based on a mixed-method approach, using both qualitative and quantitative research designs. First, the qualitative method includes content analysis by conducting semi-structured interviews with 20 university professors and expert managers working in public sector service organizations in Iran. The outcomes of the qualitative phase lead to designing the conceptual framework and research hypothesis. Then, through a quantitative phase, 384 female managers working in public sector service organizations in Iran are selected using stratified random sampling and fill out the research questionnaire. The exploratory factor analysis was used to verify the model. Moreover, structural equation modeling, using AMOS 24, was used to test the research hypothesis.FindingsThe findings of the qualitative phase were represented in three categories including antecedents (e.g. the characteristics of women’s leadership, the selection of women based on meritocracy criteria, women’s preferences and organizational factors), mediation effect (e.g. succession planning, personal development planning and support networks) and consequences of the glass cliff phenomenon (e.g. positive and negative consequences). The results of the exploratory factor analysis show there are ten components, explaining 88.5% of variances. Moreover, the test of the structural model supports the direct effect of antecedents on the glass cliff phenomenon. The results also show the effect of the glass cliff phenomenon on consequences through mediation effects.Research limitations/implicationsThere are some limitations that can be addressed by other researchers. Accordingly, the limited number of female managers in Iran prevented larger quantitative research. Moreover, the current research only found casual and mediation consequences of the glass cliff phenomenon, and potential moderators were not considered in this study.Originality/valueThe present study’s innovations may include using a mixed-method approach to investigate the antecedents, mediators and consequences of the glass cliff phenomenon in this study and examining the model constructs in some public sector service organizations. This research may provide a deep understanding of the antecedents, mediators and consequences of the glass cliff phenomenon by finding new factors using a mixed-method approach.

A Leadership of Refusal: Remaking the Narrative of the Falling Leader

AbstractThe metaphor of the glass cliff is used to describe patterns whereby women are more likely to be selected for challenging leadership positions that have a higher risk of failure. This paper explores how the glass cliff metaphor contributes to a narrative of woman's fall that individualizes a leader's responsibility to avoid risks that may lead to failure. As an alternative, we introduce the leadership of refusal as a feminist resource for remaking the narrative of woman's fall. Refusal is understood as an embodied political and ethical stance that declines to recognize, rather than resists or simply opposes, masculine leadership norms. Through analysis of how three women leaders were represented by the media, former Australian Prime Minister, Julia Gillard, former Australian of the Year, Grace Tame, and climate change activist, Greta Thunberg, we analyse key moments of refusal where these leaders breached the masculine order through their embodied performances. We argue that leadership of refusal enables an understanding of how women leaders exercise power in agentic, non‐sacrificial ways. We therefore urge leadership researchers to position refusal centrally, because first saying no in order to take risks towards achieving transformative action is, we suggest, a defining feature of leadership.

Do women on boards break the glass ceiling or face the glass cliff?

PurposeThis paper aims to appraise the effectiveness of gender quotas in breaking the glass ceiling for women on boards (WoBs) in companies that are legally obliged to comply with quotas (listed companies and state-owned companies, LP) and in those that are not (unlisted companies and nonstate-owned companies, NLNP). Furthermore, it investigates the glass cliff phenomenon, according to which women are more likely to be appointed to apical positions in underperforming companies.Design/methodology/approachA balanced panel data of the top 116 Italian companies by total assets, which are present in both 2010 and 2017, is used for estimating ANOVA tests across sectors and fixed-effects panel regression models.FindingsWoBs significantly increased in both the LP and the NLNP companies, and this increase was greater in the financial sector. Furthermore, the relationship between the percentage of WoBs and firm performance is not linear but depends on the financial corporate health. Specifically, the situation in which a woman ascends to a leadership position in challenging circumstances where the risk of failure is high (glass cliff phenomenon) is only present in companies with the lowest performance in the sample, in other words, when negative values of Roe and negative or zero values of Roa occur together.Practical implicationsThese findings have relevant policy implications that encourage the adoption of gender quotas even in specific top positions, such as CEO or president, as this could lead to a “double spillover effect” both vertically, that is, in other job positions, and horizontally, toward other companies not targeted by quotas. Practical interventions to support women in glass cliff positions, on the other hand, relate to the extent of supervisor mentoring and support to prevent women from leaving director roles and strengthen their chances for career advancement.Originality/valueThe authors explore the ability of gender quotas to break through the glass ceiling in companies that are not legally obliged to do so, and to the best of the authors’ knowledge, for the first time, the glass cliff phenomenon in the Italian context.

Women in the pulpit: Characteristics of protestant churches led by a female pastor

AbstractThis study examines how congregational characteristics of a Protestant church relate to having a female pastor, using the glass ceiling and glass cliff theories. The analysis of the 2018–2019 National Congregational Study and the National Survey of Religious Leaders linked data shows that churches with a greater number of participants are less likely to have a female pastor, implying that the glass ceiling is more pervasive in larger congregations. The results also reveal that churches with stagnant or declining revenues are more likely to have a female pastor, which is consistent with the glass cliff theory. Churches with a greater level of racial diversity and those located in urban areas are more likely to have a female pastor, suggesting a link between sociodemographic diversity within a congregation and women's congregational leadership. These findings can be applied to understanding the gender gap in nonprofit leadership in general.

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

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.

International Monetary Fund programmes and the glass cliff effect

AbstractWe analyse the impact of International Monetary Fund (IMF) programmes on appointing women leaders in ministerial positions. We hypothesize that women leaders are selected after an incumbent government starts an IMF programme to shift accountability to them during political and economic turmoil. This political manoeuvring of appointing women to leadership positions during a crisis is known as the ‘glass cliff’ effect. We demonstrate substantial evidence for such a ‘glass cliff’ effect using data covering all IMF programmes from 1980 to 2018. Our evidence shows that women are more likely to be appointed to austerity‐bearing ministerial positions under IMF programmes but not in positions of authority during negotiations with the IMF. This effect is more pronounced when a country displays worse societal gender norms, a higher level of corruption and a government facing a deeper economic crisis. Importantly, we verify that neither women's leadership nor a higher share of women in government predicts a balance of payments crisis triggering an IMF programme. In other words, women leaders do not govern worse; they are appointed to leadership positions in precarious, crisis‐ridden conditions.

When will women chiefs break the brass ceiling without falling off the glass cliff?

Abstract By 2024 women were or had been police chiefs in New York City; Philadelphia; Washington, DC; Atlanta; Houston; Tampa; Seattle, and Portland, OR. They make up about 3% of all chiefs of police. But those who have broken the brass ceiling to become chiefs of police face a glass cliff; they are over-represented in high-risk leadership roles, often in troubled agencies, with an increased chance of failure. This paper documents examples of women who have broken the brass ceiling only to fall off the glass cliff because of events largely outside their ability to control.

Exploring the influence of women's leadership and corporate governance on operational liquidity: The glass cliff effect.

This research investigates the glass cliff effect and the positions held by women in leadership roles, focusing on their impact on operational liquidity. The study delves into the relationship between corporate governance attributes and operational liquidity in 60 non-financial companies listed on the Pakistan Stock Exchange during Covid-19. Utilizing Quine-McCluskey technique and fuzzy set Qualitative Comparative Analysis (fsQCA), it examines the combined effect of Women on the Board, Board Size, Ownership by Blockholders, Board Qualifications and Busy Directors on Operational Liquidity. The necessary condition analysis (NCA) emphasises that firms can operate without reliance on any particular variable taken in the study. The sufficiency analysis provided an expanded understanding of the three conditions leading to the same outcome both before and during the pandemic. This research highlights the significance of the glass cliff effect and emphasizes the pivotal role of women in effectively managing liquidity during times of crisis. Additionally, it provides valuable insights for policymakers regarding the impact of Covid-19 on the interplay between corporate governance characteristics and operational liquidity.

Precarious positions: glass ceilings, glass escalators, and glass cliffs in the superintendency

IntroductionThe “glass cliff” phenomenon has been observed in many fields; in these situations, women are hired into prestigious, but precarious, leadership positions. In education, little is known about the preexisting district contextual trends into which women leaders are hired, and thus whether a glass cliff might exist in the superintendency. This study explores descriptively whether evidence suggests superintendents in New Jersey might be differentially sorted into “precarious” districts across gender.MethodsOur study utilizes a newly created statewide longitudinal data set to examine descriptive trends in superintendent placement, including multiple measures of precarity. We investigate the presence of the glass ceiling by examining representation in the superintendency, the glass escalator as evidenced by leader qualifications, and the glass cliff as indicated by district characteristics.ResultsNew Jersey employs a higher proportion of women superintendents than the national average. Men and women superintendents are equivalently qualified, on average, though women tend to be paid less. We find that male and female superintendents in the state work in somewhat similar districts, though women are more likely to lead districts serving students from low-income communities and larger proportions of minoritized students.DiscussionThese findings suggest women superintendents in New Jersey are excelling despite serving communities that are often under-resourced. Thus, there is some suggestion of a glass cliff phenomenon in education leadership, as women who obtain the highest positions are also in more precarious settings.

Financial Crises and the Selection and Survival of Women Finance Ministers

Women remain underrepresented in cabinets, especially in high-prestige, “masculine” portfolios. Still, a growing number of states have appointed women to the finance ministry—a powerful position typically reserved for men. Drawing on the “glass cliff” phenomenon, we examine the relationship between financial crises and women’s ascension to, and survival in, this post. With an original dataset on appointments to finance ministries worldwide (1972–2017), we show that women are more likely to first come to power during a banking crisis. These results also hold for currency and inflation crises and even when accounting for the political and economic conditions that might otherwise explain this relationship. Subsequent examination of almost 3,000 finance ministers’ tenures shows that, once in office, crises shorten men’s (but not women’s) time in the post. Together, these results suggest that women can sometimes seize on crises as opportunities to access traditionally male-dominated positions.

Gender diversity in leadership: Empirical evidence on firm credit risk

We study the relation between firm financial stability and gender diversity in leadership and highlight its dependence on the initial financial conditions of the firm and the role played by the women leaders. Consistent with the glass cliff and the upper echelon theories, we find that close-to-default firms are more likely to appoint women top executives and that under their leadership, subsequent firms’ risk of default decreases in the short to medium term. In parallel, independent women directors are not associated with firms’ past credit risk, and their presence is more likely to increase the firm’s subsequent default risk, as established by the tokenism and signaling theory. Our results are robust to alternative specifications and endogeneity corrections.

Glass ceiling or glass cliff: an examination of the role of female board members on market performance in Poland

ABSTRACT We examine gender bias related to the effect of women in executive management leadership. Specifically, we examine when women are recruited to executive positions and follow companies’ market performance before and after their appointment. Our study is conceptually situated within the field of queuing theory, suggesting certain patterns of labour market queuing behaviour according to race, gender, and class. We formulate two hypotheses: (1) the presence of female executives is associated with lower firm value; and (2) companies with female-centric executive boards are valued lower by investors than companies with male-centric boards. We test these hypotheses employing panel data, using a unique sample of 159 companies listed on the Warsaw Stock Exchange in the years 2006–2015, with hand-collected data on the number of female directors on executive boards. Our results suggest that market queuing behaviour is evident in the case of Poland. Men are more often hired in executive roles than women, whereas females are more likely to be appointed to executive boards in firms which are performing poorly. Moreover, higher participation of women in executive positions is associated with resulting lower value in the long run. According to our interpretation, isomorphism and gender bias diffuse through the reproduction and valuation of capitalist markets.

A Longitudinal Examination of Homologous Reproduction in Athletic Directors’ Hiring of Intercollegiate Head Coaches for Women Sports

The underrepresentation of women head coaches of women’s teams at the National Collegiate Athletic Association Division I level is well documented, and the percentage of women coaching women’s teams has remained stagnant at approximately 40%–43% for more than a decade. Documenting hiring patterns of individuals in positions of power is crucial to understanding why stagnation persists. The purpose of this study was to longitudinally examine the gender distribution of head coaches hired for women’s teams and statistically examine if the gender of the athletic director (AD) impacted who was hired. Data on head coach gender and AD gender were collected between the 2014–2015 and 2021–2022 academic years. Based on the data, gendered hiring patterns emerged. Results indicated that homologous reproduction was present in ADs’ hiring of head coaches of women’s teams. The findings can be used to increase awareness and motivate evidence-based action by holding ADs accountable for their hiring decisions. Findings illuminate the hiring processes in intercollegiate sport, which have numerous implications for women sport coaches. Future research on factors such as external influences on the hiring process and the glass cliff phenomenon is warranted.