Topic
Glass ceiling
About: Glass ceiling is a research topic. Over the lifetime, 2404 publications have been published within this topic receiving 56100 citations. The topic is also known as: invisible barrier.
Papers published on a yearly basis
Papers
Book•
16 Oct 2007TL;DR: In Through the Labyrinth as discussed by the authors, Alice Eagly and Linda Carli examine why women's paths to power remain difficult to traverse and propose the labyrinth as a better image and explain how to navigate through it.
Abstract: Despite real progress, women remain rare enough in elite positions of power that their presence still evokes a sense of wonder. In Through the Labyrinth, Alice Eagly and Linda Carli examine why women's paths to power remain difficult to traverse. First, Eagly and Carli prove that the glass ceiling is no longer a useful metaphor and offer seven reasons why. They propose the labyrinth as a better image and explain how to navigate through it. This important and practical book addresses such critical questions as: How far have women actually come as leaders? Do stereotypes and prejudices still limit women's opportunities? Do people resist women's leadership more than men's? And, do organisations create obstacles to women who would be leaders?This book's rich analysis is founded on scientific research from psychology, economics, sociology, political science, and management. The authors ground their conclusions in that research and invoke a wealth of engaging anecdotes and personal accounts to illustrate the practical principles that emerge. With excellent leadership in short supply, no group, organisation, or nation can afford to restrict women's access to leadership roles. This book evaluates whether such restrictions are present and, when they are, what we can do to eliminate them.
1,796 citations
TL;DR: Barber et al. as mentioned in this paper found that female and male directors differ systematically in their core values and risk attitudes, but in ways that differ from gender differences in the general population.
Abstract: A large literature documents that women are different from men in their choices and preferences, but little is known about gender differences in the boardroom. If women must be like men to break the glass ceiling, we might expect gender differences to disappear among directors. Using a large survey of directors, we show that female and male directors differ systematically in their core values and risk attitudes, but in ways that differ from gender differences in the general population. These results are robust to controlling for differences in observable characteristics. Consistent with findings for the population, female directors are more benevolent and universally concerned but less power oriented than male directors. However, in contrast to findings for the population, they are less tradition and security oriented than their male counterparts. They are also more risk loving than male directors. Thus, having a woman on the board need not lead to more risk-averse decision making.
This paper was accepted by Brad Barber, Teck Ho, and Terrance Odean, special issue editors.
1,218 citations
TL;DR: In this article, the authors investigated the performance of FTSE 100 companies before and after the appointment of a male or female board member and found that during a period of overall stock market decline those companies who appointed women to their boards were more likely to have experienced consistently bad performance in the preceding five months than those who appointed men.
Abstract: There has been much research and conjecture concerning the barriers women face in trying to climb the corporate ladder, with evidence suggesting that they typically confront a ‘glass ceiling’ while men are more likely to benefit from a ‘glass escalator’. But what happens when women do achieve leadership roles? And what sorts of positions are they given? This paper argues that while women are now achieving more high profile positions, they are more likely than men to find themselves on a ‘glass cliff’, such that their positions are risky or precarious. This hypothesis was investigated in an archival study examining the performance of FTSE 100 companies before and after the appointment of a male or female board member. The study revealed that during a period of overall stock-market decline those companies who appointed women to their boards were more likely to have experienced consistently bad performance in the preceding five months than those who appointed men. These results expose an additional, largely invisible, hurdle that women need to overcome in the workplace. Implications for the evaluation of women leaders are discussed and directions for future research are outlined.
1,190 citations
TL;DR: Using a large survey of directors, it is shown that female and male directors differ systematically in their core values and risk attitudes, but in ways that differ from gender differences in the general population.
Abstract: The representation of women in top corporate officer positions is steadily increasing. However, little is known about the impact this will have. A large literature documents that women are different from men in their choices and in their preferences, but most of this literature relies on samples of college students or workers at lower levels in the corporate hierarchy. If women must be like men to break the glass ceiling, we might expect gender differences to disappear among top executives. In contrast, using a large survey of directors, we show that female and male directors differ systematically in their core values and risk attitudes. While certain population gender differences disappear at the director level, others do not. Consistent with the findings for the general population, female directors are more benevolent and universally concerned, but less power-oriented than men. However, they are less traditional and security-oriented than their male counterparts. Furthermore, female directors are slightly more risk-loving than male directors. This suggests that having a women on the board need not lead to more risk-averse decision-making.
1,017 citations
TL;DR: The authors showed that the gender log wage gap in Sweden increases throughout the wage distribution and accelerates in the upper tail, interpreting this as a strong glass ceiling effect and using quantile regression decompositions to examine whether this pattern can be ascribed primarily to gender differences in labor market characteristics or in the rewards to those characteristics.
Abstract: Using 1998 data, we show that the gender log wage gap in Sweden increases throughout the wage distribution and accelerates in the upper tail. We interpret this as a strong glass ceiling effect. We use quantile regression decompositions to examine whether this pattern can be ascribed primarily to gender differences in labor market characteristics or in the rewards to those characteristics. Even after extensive controls for gender differences in age, education (both level and field), sector, industry, and occupation, we find that the glass ceiling effect we see in the raw data persists to a considerable extent.
876 citations
Related Topics (5)
Performance Metrics
| Year | Papers |
|---|---|
| 2025 | 102 |
| 2024 | 130 |
| 2023 | 178 |
| 2022 | 205 |
| 2021 | 116 |
| 2020 | 129 |