Introduction
Women have long been encouraged to shatter the glass ceiling, the invisible barrier preventing them from ascending to the highest levels of leadership. But for many, breaking through is only the beginning of a new challenge: the glass cliff. This term refers to the phenomenon where women are more likely to be promoted into leadership roles during times of crisis, increasing their chances of failure. Instead of being set up to thrive, they are placed in precarious positions where their success is unlikely or, at least, much harder to achieve.
The Trend of Women in Crisis Leadership Roles
The glass cliff is not a theoretical concept. It plays out in boardrooms and governments worldwide. Women are disproportionately given leadership opportunities in struggling companies, failing political parties, or organizations facing public relations disasters. The unspoken reasoning? Women are often seen as empathetic, strong communicators, and capable of ‘fixing’ crises. However, without the right support, they are destined to be scapegoats if things go wrong.
Take the case of Theresa May, who became the UK’s Prime Minister amid the Brexit chaos. Or Marissa Mayer, who took over Yahoo when it was already lagging behind tech giants like Google and Facebook, just to mention a few. These women stepped into turbulent roles and were later criticized when they couldn't turn things around despite the odds being stacked against them from the very beginning.
Why the Glass Cliff Exists
Studies show that the motivation behind appointing women in these moments is not necessarily their skills, but underlying biases. Research from the Harvard Business Review suggests that in times of turmoil, organizations seek out leaders with stereotypically ‘feminine’ traits such as collaboration and resilience. However, sexism plays a key role in these decisions. By placing women in charge only during crises, companies protect their male-dominated leadership structures, ensuring that when stability returns, the power shifts back to men.
A 2024 study by McKinsey in partnership with LeanIn.Org found that women make up 28% of senior vice president roles and 29% of C-suite positions. However, as they advance to the highest executive levels, their representation drops to 21%. Even when women break through these barriers, they often encounter heightened scrutiny and a lack of the structural support that their male counterparts typically receive.
Case Studies: Companies Doing It Right
While many organizations fall into the trap of the glass cliff, some are taking proactive steps to support female leaders for the long term:
- Xerox – Anne Mulcahy took over the struggling company in 2001, but unlike many other women placed in crisis roles, she was given the resources and time to turn things around. She later appointed Ursula Burns as her successor, marking the first woman-to-woman CEO transition in a Fortune 500 company.
- General Motors (GM) – Mary Barra became CEO in 2014 when the company was facing a major recall crisis. However, GM invested in her leadership, providing her with strong internal backing and an opportunity to implement lasting changes. Under her leadership, GM has rebounded and positioned itself as a leader in electric vehicle innovation.
- Goldman Sachs – The company publicly committed to increasing diversity in leadership, announcing that it would only take companies public if they had at least one diverse board member. This kind of initiative pushes companies to be intentional about gender equity, ensuring that women are brought in to lead under circumstances that allow them to succeed.
How Businesses Can Set Female Leaders Up for Long-Term Success
Rather than setting women up to fail, companies should implement strategies to ensure female leaders can truly thrive:
- Equal Access to Leadership Training – Research from Pinsight found that men are groomed for leadership roles at nearly twice the rate of women. Companies should invest in executive coaching, strategic assignments, and mentorship programs that prepare women before a crisis emerges.
- Data-Driven Succession Planning – Many leadership appointments rely on subjective opinions, often influenced by bias. Instead, companies should use performance analytics and leadership simulations to assess candidates objectively, ensuring women are selected based on merit rather than being the ‘last resort’ in a crisis.
- Structural Support and Inclusive Culture – Women in leadership need strong support systems, including diverse executive teams, clear performance metrics, and policies that protect against bias. Businesses must foster cultures where women are set up for sustainable success, not just crisis management.
Conclusion
The glass cliff exposes the limitations of representation without structural change. Simply appointing women to leadership roles is not enough; organizations must ensure they have the tools, support, and fair opportunities to succeed. Addressing these biases at their root will not only benefit women in leadership but also create stronger, more resilient companies overall.
If businesses truly want to foster diversity, they must go beyond breaking the glass ceiling. It’s time to eliminate the glass cliff.