What is the glass cliff explained 

The glass cliff describes a pattern where women are more likely to be promoted into leadership roles during times of crisis or high risk. This happens when the chance of failure is highest. While it may seem like progress for equality, the glass cliff can set women up to be blamed. They can end up at fault for systemic problems they did not create. 
 

What is the glass cliff?

The glass cliff is a phenomenon described by researchers Michelle K. Ryan and Alexander Haslam. It's where women and people of colour are more likely to ‘break the glass ceiling’ (achieve leadership roles) when the risk of failure is highest. This is usually in periods of crisis or downturn. 

How the glass cliff phenomenon developed

The glass cliff phenomenon developed as a combination of social, psychological, and organisational dynamics. These factors shape how women are seen and chosen for leadership roles, especially in crisis situations. It began with research in the early 2000s . However, it links to old gender stereotypes and deep-rooted inequalities.   

In 2005, professors Michelle K. Ryan and Alexander Haslam studied FTSE 100 companies. They found that women were more likely than men to be appointed to boards or CEO roles after poor company performance. This made their time as CEO inherently riskier. 

Since then, research has shown the phenomenon occurs in sectors globally. From politics to academia, and sports.

Why women are appointed during crisis leadership moments

Societal norms push and reinforce a view of women as caring and nurturing. Organisations may find these traits useful to promote in high-risk situations or crises. They may assume that women can ‘heal’ the company, fix conflicts or calm investors or stakeholders. They may also hope that the appointment of a woman will signify change or even innovation.   

But when failure happens — which is more likely to happen under crisis conditions — women who have taken on leadership can face taking the blame that was already in motion before they took on the role. This reinforces the stereotype that men make better leaders. 
 

Why do women take up leadership roles during crisis? 

There are still huge gaps when it comes to women in leadership roles. Breaking the “glass ceiling” is difficult. So, when an opportunity comes up, even with its challenges, it can be very appealing to women who aspire to be leaders. They might have waited years for this opportunity. So, when it comes, they feel they must accept it as it could be their only chance to become a leader. 

Glass cliff examples

A famous example is Marissa Mayer. She became CEO of Yahoo in 2012 when the company was in significant decline. Marissa was brought in, as a former Google executive, to focus on mobile, user experience and acquisitions. She made important changes in her five years as CEO, including a new mobile-first strategy. But, she couldn’t reverse the company’s long-term decline. She resigned in 2017 when Verizon finished buying Yahoo’s core internet assets.   

Another example is Linda Yaccarino, who was appointed as the CEO of Twitter (now X) in 2023. At the time, the company was facing a number of challenges. Issues included discontent users, outages and scepticism from advertisers. Since its acquisition by Elon Musk six months prior, the company had lost more than half of its value. Yaccarino resigned in July 2025. This was during Twitter’s acquisition by Musk’s artificial intelligence company and backlash against its chatbot Grok. X now serves as a networking and mass-mobilization platform for the manosphere.
 

Glass cliff effect in the workplace

The glass cliff effect in the workplace refers to the tendency for women, and sometimes people of colour, to be promoted into leadership roles during times of crisis, high risk, or instability. This happens instead of during stable, low-risk periods. 

Key features of the glass cliff in the workplace include: 

High-risk leadership appointments. Women are more likely to be appointed to management or executive roles in struggling companies. This may involve issues like finances, restructuring, or poor performance. 

Greater scrutiny and pressure. Women leaders face more criticism in these already fragile roles if results don’t improve quickly. This harms how people see women as leaders. It reinforces negative stereotypes.  

Connection to gender stereotypes. Organisations may unconsciously assign women to crisis roles. This happens because they see women as nurturing and collaborative. Or that they're seen as good at taking risks in tough situations. Meanwhile, men often fill stable or high-reward positions. 

Career consequences. Success is possible, but the risk of failure and damage to reputation is higher. This can limit future opportunities. It can also reinforce organisational biases. 

Who is most affected by the glass cliff globally? 

Those most affected, globally, by the glass cliff, are:  

• Women in leadership (especially in male-dominated industries)  
• Women of colour and minority ethnic groups  

Women in leadership face more scrutiny and risk. This happens because they are still not well represented in top roles. Women are often isolated as one of the few women at the higher positions of a company. They also lack allies that could support their goals This means they deal with more pressure and have a higher chance of short tenures than men in similar roles. 

Research shows that women of colour, especially Black women, are more affected. This is because the glass cliff intersects with racism and sexism. Black women in leadership roles often face more scrutiny. They also face limited support and greater instability than their peers. 

Women from marginalised and low-income communities

Women from marginalised and low‑income communities are often more affected by the glass cliff. This is because the phenomenon intersects with race, ethnicity, class, and structural disadvantage. Research shows that the glass cliff affects women overall. But it hits harder for those with multiple marginalised identities. This is especially true in countries with more gender inequality.
 

Why the glass cliff reinforces socioeconomic inequality

The glass cliff increases socioeconomic inequality. It unfairly places women, particularly those from low-income or marginalised groups, in high-risk leadership roles. In these roles, failure is more likely. The effects can be serious and last a long time. This dynamic makes existing inequalities worse. 

Here are some of the ways it reinforces socioeconomic inequality: 

1. Precarious leadership increases career risk 

• Women in glass cliff positions often inherit unstable organisations, failing projects, or crisis situations.  
• If outcomes are poor, they are blamed, fired, or discredited. This limits future job options and lowers lifetime earnings. It reinforces professional inequality.  
• People with fewer resources, like money, support, or connections, may struggle to bounce back. This makes career setbacks more damaging. 

2. Unequal access to safe, rewarding positions 

• Men are more likely to get stable, high-reward leadership jobs. Especially those from wealthy backgrounds. 
• Women and marginalised groups are often offered high-visibility, high-risk roles. These roles come with a greater chance of failure. This reinforces socioeconomic hierarchies. 

3. Reinforces stereotypes and limits social mobility 

• When women, especially from low-income or minority backgrounds, struggle in precarious jobs, it supports harmful stereotypes. These stereotypes link competence to gender and class. This can discourage organisations from promoting women or marginalised groups in the future. As a result, it limits upward mobility and widens socioeconomic gaps. 

4. Disproportionate burden on marginalised communities 

• Women from low-income or marginalised backgrounds often lack financial support, mentorship, or political networks. This makes it harder for them to handle the risks of glass cliff positions. 
• Failing in these roles can cause economic instability, loss of income, or reputational harm. This deepens inequalities for those from less privileged backgrounds compared to their peers. 

5. Cycle of inequality 

• The glass cliff creates a self-reinforcing cycle. Marginalised women are offered risky roles. They face higher chances of failure or criticism. Often, they are blamed for things they can't control. Meanwhile, privileged groups, mainly white men, still hold the most safe, high-reward jobs. This increases the socioeconomic gap over time. 

Long-term impacts on pay leadership gaps and economic security

The glass cliff can lead to serious long-term effects for women. Their pay, leadership roles, and economic security can all be affected.   

Women, especially from low-income or marginalised backgrounds, are more often chosen for high-risk leadership roles during crises. In these situations, the chance of failure increases, and scrutiny is intense. Shorter tenures and reputational risks hurt chances for promotions. Little support also cuts salary growth. This keeps gender pay gaps alive.   

If failure happens, it limits women’s chances for future leadership roles. This widens gaps and keeps them underrepresented at the top. Over time, the economic instability from glass cliff appointments hurts women’s long-term financial security. This can also affect future generations, keeping cycles of inequality going.

Srategies for mitigating the glass cliff risk

Here are some strategies to help mitigate the glass cliff risk. They can help ensure women and marginalised leaders are appointed to positions fairly. And that they are supported to succeed:  

Transparent and equitable recruitment. Make sure selection processes are based on merit. Evaluate experience and fit for the role clearly, no matter the gender or background of the person.  

Support and mentorship. Offer mentorship, sponsorship, and coaching to women going into high-risk roles. Build internal networks and peer support to cut down on isolation. Ensure leaders have guidance in navigating challenges.  

Organisational culture and bias training. Address biases that tie women to crisis management or nurturing roles. Foster a culture that fairly assesses success and failure. Don’t place undue blame on women for systemic issues.  

Policy and structural reforms. Support varied career paths for leaders. This helps lessen the pressure on women to take on high-risk roles. Introduce policies that promote inclusive leadership development. Reward risk-taking fairly for all leaders, not just men.
 

Glass cliff theory and how it differs from the glass ceiling meaning

The “glass ceiling” refers to invisible barriers that prevent women from reaching leadership positions. These include systemic barriers, such as such as: 

• Biased promotion practices.  
• The ‘motherhood penalty’ 
• Being excluded from informal networks 
• Implicit bias (assumptions based on stereotypes) 

Conversely, the glass cliff is when women are promoted to leadership roles - seemingly breaking the ‘glass ceiling’ - but only in risky or crisis situations and expected to reverse organisations’ fortunes due to gendered views of women's skills. 
 

How to improve gender balance in the workplace 

To improve gender balance at work, we need to address structural barriers and cultural biases.   

Ways to improve gender balance in the workplace include: 

• Inclusive recruitment and promotion 
• Leadership development and mentorship 
• Flexible work polices for everyone 
• Pay equity and transparency 
• Addressing workplace culture and systemic barriers 
• Structural and policy reforms 
• An intersectional approach   

Together, these measures help women thrive. They can close leadership gaps and build a fairer, more creative workforce.
 

Supporting women leaders and preventing the glass cliff

To prevent the glass cliff, we need active strategies. These should ensure women get fair appointments to leadership roles and receive support to succeed.   

Organisations should use clear, fair selection processes. This helps minimise stereotypes that link women to crisis or “nurturing” roles.  

Women leaders must be given proper resources, authority, and organisational support. This is particularly needed at Board level. They shouldn't be put in high-risk or failing roles without the means to succeed. 

Mentorship, sponsorship, and peer networks are essential. They offer guidance, advocacy, and shared strategies to tackle tough leadership challenges. At the same time, workplace culture should address unconscious bias. It should evaluate performance fairly. Leaders should be rewarded based on outcomes rather than gendered expectations.   

By offering fair opportunities, solid support, and a shift in culture, organisations can avoid the glass cliff. This way, women leaders can not only succeed but also thrive.  

Support Plan UK in tackling workplace inequality

Plan International works with girls as leaders and change agents to tackle workplace inequality. 

Through initiatives like Girls Get Equal and Champions of Change, girls co-design campaigns. They influence policies and advocate for equal pay, safe working conditions, and inclusive practices.  

Boys and young men also join as allies to tackle workplace inequality. They are encouraged to be role models in their communities. They learn the importance of inclusive workplaces. They also learn to reject discrimination and harassment. 

We also support girls with mentorship and vocational training. Through these programmes, they get chances to engage with employers and policymakers. This helps make sure their experiences lead to real change for gender-equal workplaces. 

FAQ

When do women encounter a glass cliff? 

Women are most likely to encounter a glass cliff when an organisation has had a period of poor performance or is in crisis.   

What do companies hope to gain from a glass cliff? 

Companies might unknowingly or deliberately put women in glass cliff roles. This is because they hope to gain certain benefits during times of crisis. Some of the reasons they do this are to signal change or renewal. Appointing a woman leader during a crisis can signal to stakeholders, investors, or the public that the company is committed to transformation, innovation, or new approaches. This is especially true when it’s the first woman leader they’ve had and may improve perceptions temporarily. However, the underlying problems often remain unresolved.  

Sometimes, women leaders are placed in high-risk roles where failure is likely. This means they may absorb the blame if things go wrong. In this sense, the company may hope to shield established male leaders or protect its reputation. It hopes to show change with a new approach - appointing a woman leader to tackle tough challenges. 

Companies may also appoint women in visible roles during crises to enhance diversity credentials. It may signal progressive values to the market or media. This might boost the company’s image briefly, but it may lack long-term support or real changes. 

How can women avoid a glass cliff? 

Women can lower their risk of the glass cliff by assessing leadership opportunities before they accept them. This includes evaluating the organisation’s stability. Recognising the role's challenges and expectations. Plus making sure there is enough authority, resources, and support. 

Building strong networks of mentors, sponsors, and peers offers guidance and advocacy. It also offers protection from disproportionate blame. It is also important to understand the organisational culture. This includes how failure is handled. Is the decision-making process clear and fair?   

These strategies can help women manage high-risk roles more safely. However, lasting prevention of the glass cliff needs systemic change in how organisations assign and support leaders.

Page published: 6 August 2026