The glass cliff phenomenon refers to a trend in which women and members of marginalized or underrepresented groups are more likely to be appointed to leadership positions in organizations during times of crisis, instability, or when the probability of failure is high. In these situations, individuals who assume leadership roles may face more challenging and precarious circumstances compared to their counterparts who are appointed to leadership in more stable and successful periods.

The glass cliff concept highlights several key points:

Crisis Situations: Individuals from marginalized or underrepresented groups are often appointed to leadership positions when the organization is already facing difficulties, such as financial challenges, declining performance, or internal conflicts. These situations may involve a higher degree of risk and uncertainty.

High Expectations and Pressure: Leaders who take on roles during crises are expected to turn the situation around and achieve success despite the difficult circumstances. They often face intense pressure to deliver positive results quickly.

Limited Resources: Leaders inheriting positions during a crisis may have fewer resources, support, or time to address the challenges effectively, making their task more daunting.

Attribution Bias: If the leader succeeds in improving the situation, their success may be attributed to their unique qualities or strategies. However, if they fail, their gender, race, or other marginalized characteristics may be unfairly blamed, reinforcing stereotypes and biases.

Tokenism and Diversity PR: In some cases, organizations may appoint women or individuals from marginalized groups to leadership roles as a superficial display of diversity and inclusion efforts, without addressing underlying systemic issues.

Exacerbation of Inequities: The glass cliff can perpetuate inequities by putting individuals from marginalized backgrounds in positions where they have a higher likelihood of failure, potentially limiting their future career prospects.

Individuals who assume leadership roles during crisis situations may indeed inherit institutional failures or challenges that were present before their appointment. This can compound the difficulties they face in trying to improve the organization’s performance. It’s crucial to avoid unfairly attributing blame to leaders based on their gender, race, or other characteristics, and instead focus on addressing systemic issues and providing support for all leaders, regardless of their background.