The increasing presence of women in top leadership positions during times of crisis raises important questions about their unique capabilities and contributions. Recent research highlights that women are more often appointed to high-risk roles in organizations facing significant challenges, suggesting they may possess qualities that make them particularly effective in navigating tumultuous situations.
Sarah Mullally, the first female Archbishop of Canterbury, exemplifies this trend as she steps into her role amid controversy within the Church of England. Similarly, Sanae Takaichi became Japan’s first female prime minister, taking charge during a period marked by economic stagnation and a declining population. Carly Fiorina led Hewlett-Packard during the tech bubble collapse, while Mary Barra assumed leadership at General Motors just before a major car recall. In the UK, Kemi Badenoch has also taken on high-profile responsibilities during challenging times.
The Glass Cliff Phenomenon
This phenomenon, often referred to as the “glass cliff,” suggests that women are more likely than men to be appointed to leadership roles during crises when organizations are underperforming or facing scandals. Research conducted through in-depth interviews with 33 women in senior leadership roles between 2023 and 2024 delves into the motivations behind these appointments and the strategies these women employ to succeed.
Findings indicate that women are often chosen for these roles due to their distinctive leadership styles, which emphasize collaboration and consensus rather than ego-driven decision-making. One participant noted that women are frequently placed in challenging situations because they tend to be more supportive and nurturing, qualities essential for managing crises effectively.
Participants highlighted that women leaders prioritize the human aspects of leadership, focusing on empathy, communication, and unity in times of distress. For instance, Mullally credits her experience as a cancer nurse with providing her the skills necessary to address the challenges faced by the Church of England.
Motivations and Challenges in Leadership
The research further explores why women accept these precarious roles. Early in their careers, the prospect of leading a significant organization can be highly appealing, offering a sense of purpose and fulfillment, even in crisis. However, as their careers progress, women exhibit greater discernment regarding which leadership positions to accept, recognizing the heightened reputational risks they may face.
One participant remarked on the double standards in how failures are perceived between genders. “When a man fails or makes an error … it’s the individual man who failed; ‘he’ had no ethics. When a woman does it, it’s like, ‘Ah well, women,'” she stated, emphasizing the added pressure women encounter in leadership roles.
The study also underlines the importance of networking, mentoring, and building alliances. Women leaders noted the value of having trusted advisers who can provide insight and support during challenging times. While operational challenges are a common aspect of leadership, participants advised caution when considering positions that involve deep-rooted issues of integrity or governance.
The conventional belief that women are offered precarious roles because they are seen as expendable overlooks broader dynamics. The research indicates that women’s ability to manage chaos, practice ego-less leadership, and foster collective decision-making makes them valuable candidates for such positions. This perspective shifts the narrative from viewing women as victims of circumstance to recognizing them as capable leaders equipped to handle crises.
As organizations navigate complex challenges, it is crucial to support women in leadership roles with adequate resources and realistic expectations. Women must also balance ambition with caution, ensuring that the roles they accept align with their values and expertise. Participants emphasized the need for careful assessment and negotiation before taking on senior positions.
In conclusion, women are increasingly positioned at the forefront of organizations during turbulent times. While these roles carry inherent risks, they also present opportunities for women to showcase their leadership capabilities, enhance their reputations, and positively influence organizational culture. By reframing these challenges as opportunities, women can lead effectively through uncertainty, redefine leadership perceptions, and expand future opportunities for women in leadership.
