The Glass Cliff is a concept in corporate governance that explains gender inequality and refers to an invisible barrier encountered by women in their careers. The concept highlights that women may attain leadership positions, but such promotions often occur during periods of corporate crisis, poor performance, or high risk of failure. It emphasizes that women are more likely than men to be appointed to precarious leadership positions.

The Origin and Development of the Glass Cliff Concept

The Glass Cliff concept was introduced to the scientific literature by social psychologists Michelle K. Ryan and Alex Haslam in an empirical study published in 2005. This concept emerged as a critique and extension of the previously dominant metaphor explaining women’s career barriers, the Glass Ceiling.

Ryan and Haslam examined the largest 100 companies in the United Kingdom (FTSE 100) and found that women’s appointments to corporate boards often coincided with “precarious” periods characterized by corporate crises, poor performance, or declines in stock value. This finding indicated that while women could break through the Glass Ceiling to reach leadership positions, these roles were akin to standing on the “edge of a cliff,” symbolizing the potential for failure to be attributed to women—the metaphor of the Glass Cliff.

Following the 2005 study, subsequent research in 2006 investigated women’s career paths in the UK information technology (IT) sector, reinforcing the concept. In 2007, Ryan and Haslam further elaborated the theoretical framework of the Glass Cliff by examining the dynamics surrounding women’s appointments to risky positions and the role of gender stereotypes.

The concept was introduced to Turkish academic literature in 2016 by Assoc. Prof. Dr. Sebahattin Yıldız and colleagues in the study "Cam Uçurum: Kadın Yöneticiler Cam Tavanı Ne Zaman Aşar? (Glass Cliff: When Do Female Executives Exceed Glass Ceiling?)"^【1】 

Concept Development and Strengthening of the Theoretical Framework

After the initial empirical findings in 2005, follow-up studies led by Ryan and Haslam enhanced both the empirical foundation and theoretical depth of the concept:

2006 Study (Wilson-Kovacs, Ryan & Haslam): This follow-up study tested the validity of the concept in a sector different from the FTSE 100 companies. Conducted within the UK private IT sector, it examined women’s career trajectories and confirmed the initial claim that women are more likely to be appointed to risky and challenging positions.

2007 Study (Ryan & Haslam): The article titled “The glass cliff: Exploring the dynamics surrounding the appointment of women to precarious leadership positions” explored the theoretical foundations of the concept.^【2】   The researchers analyzed the dynamics and mechanisms underlying the appointment of women during crisis periods.

• Stereotype Transformation: During periods of normal performance, leadership positions are typically associated with men (“think manager—think male” stereotype). However, in times of crisis or poor performance, organizations often seek leaders assumed to possess relational, collaborative, or crisis-management skills. This temporarily aligns with stereotypes associated with women (e.g., more interpersonal skills), making them appear suitable for these “solution-seeking” roles.
• Risk of Blame Assignment: The theoretical framework also suggests that such appointments may consciously or unconsciously expose women to the risk of being held responsible for organizational failures.

Evaluation of Findings and Results

The core findings and evaluations of the studies are as follows:

• Overrepresentation in Precarious Positions: International research consistently confirms that women are more frequently appointed than men to leadership roles with high risk of failure, such as during corporate crises, poor performance, or significant stock declines.
• Theoretical Mechanisms and Stereotypes: The theoretical framework posits that these appointments are driven by dynamics linked to gender stereotypes, which shift during crises. The “think manager—think male” stereotype prevalent during normal periods may transform into a “think crisis—think female” perception, whereby women’s assumed skills (e.g., relational management) are considered suitable for crisis resolution.
• Situation in Türkiye: Qualitative studies conducted in Türkiye indicate that while some working women experience the Glass Cliff phenomenon, career barriers primarily remain concentrated at the Glass Ceiling level.

Distinction from the Glass Ceiling and Concept Development

The Glass Cliff concept was developed as a continuation or second stage of the Glass Ceiling metaphor, which has long been accepted to describe professional barriers faced by women. This development aims not only to define the invisible obstacles encountered in reaching senior management positions but also to capture the challenging and precarious conditions faced once these positions are attained.

While the Glass Ceiling represents invisible career barriers rooted in behavioral and organizational biases that prevent women from advancing beyond certain hierarchical levels, the Glass Cliff examines why women, once they surpass this ceiling, are often appointed to “precarious” roles with high failure risk, unlike their male counterparts.

The 2006 (Wilson-Kovacs, Ryan & Haslam) and 2007 (Ryan & Haslam) studies supporting the development of the concept reinforced its validity within the UK private IT sector and explored the dynamics and gender stereotypes underpinning women’s appointments to risky leadership positions.