Glass Cliff: Definition, Research, Examples, vs. Glass Ceiling

The glass cliff describes a pattern in which women—and other underrepresented groups—are promoted into leadership roles during periods of crisis, downturn, or heightened risk. Because these roles are precarious and the chance of failure is higher, the appointments leave those leaders especially vulnerable to blame, dismissal, and reputational damage.

Key takeaways

• A glass cliff places people in high-profile but high-risk leadership roles, increasing the likelihood of failure.
• It often emerges during company crises, restructurings, or when performance has already declined.
• Organizations may appoint women to signal progressiveness or as scapegoats; if the leader succeeds the company gains credit, if they fail the company can revert to male leadership without reputational cost.
• The phenomenon reinforces stereotypes, undermines genuine diversity efforts, and deprives organizations of stable, supported leadership.

Why it happens

Several social and organizational dynamics contribute to the glass cliff:
* Crisis scapegoating: Decision-makers may avoid risking high-status male talent and instead assign risky roles to those viewed as more dispensable.
* Symbolic signaling: Promoting a woman or minority during a crisis creates the appearance of progressiveness—useful whether the outcome is success or failure.
* Tokenism and lack of support: Appointees often receive insufficient resources, mentoring, or access to informal networks that facilitate success.
* Bias in risk allocation: Research shows women and minorities are more likely to be selected for high-risk cases or struggling firms.

Evidence from research

Empirical studies have documented patterns consistent with the glass cliff:
* Analyses of FTSE 100 companies found women were more likely to be appointed to boards when company performance had recently been poor.
* Experimental and field studies have shown women are preferentially assigned to leadership tasks perceived as high risk.
* Research of Fortune 500 CEO transitions found minority and female CEOs were more often appointed to troubled firms and more likely to be replaced by white men after poor performance.
* Other studies indicate firms led by female CEOs have been targeted more frequently by activist investors, increasing pressure on leadership during fragile periods.

Impact

On individuals:
* Increased likelihood of career setback, reputational harm, and reduced future opportunities when a risky turnaround fails.
* Greater emotional and professional strain from leading without adequate resources or support.

On organizations:
* Short-term optics can mask a lack of genuine inclusion.
* Frequent leadership churn and insufficient infrastructure during crises can worsen performance.
* Failed high-visibility appointments can reinforce biased beliefs about who makes an effective leader.

How organizations can prevent glass-cliff appointments

• Recognize and name the pattern; train decision-makers to identify bias in appointment timing and risk allocation.
• Ensure equitable allocation of support: provide clear mandates, resources, timelines, and mentoring for any leader brought in during a turnaround.
• Use transparent selection processes and criteria, including blind evaluation where feasible.
• Invest in leadership development pipelines for women and minorities so appointments are not merely symbolic.

How individuals can manage risk

If offered a high-risk leadership role, consider:
* Researching the company’s financial and operational health, industry trends, and prior leadership turnover.
* Asking concrete questions about success metrics, timelines, board expectations, available resources, and why others declined the role.
* Negotiating compensation and protections that reflect the role’s risk, including defined evaluation criteria and support commitments.
* Building a network of sponsors and mentors before and during the tenure.
* Declining the role when failure appears highly likely and supports are absent.

Glass cliff vs. glass ceiling

• Glass ceiling: an invisible barrier that blocks underrepresented groups from reaching senior positions in the first place.
• Glass cliff: a different problem that can occur after breaking through—being placed into precarious leadership roles that carry a high chance of failure.
  Both concepts highlight distinct stages where bias undermines career equity: the ceiling prevents access, the cliff undermines sustainability once access is gained.

Notable examples

• Marissa Mayer at Yahoo: Appointed CEO amid a steep decline in market position and resigned after years of structural challenges.
• Jill Soltau at JCPenney: Took the helm during deep financial distress; the company later filed for bankruptcy during a turbulent period and she left the role.

Quick FAQs

Q: Who is affected?
A: While most research centers on women, the glass cliff also affects racial and ethnic minorities and other marginalized groups appointed to leadership during crises.

Q: Why would someone accept a risky role?
A: Leadership roles for women and minorities are less frequent; the chance to lead—even under risk—can be hard to decline, especially when it offers visibility and career advancement.

Q: Can I take legal action if I suspect discrimination?
A: Options vary by jurisdiction. In the U.S., workplace discrimination concerns can be raised with the Equal Employment Opportunity Commission (EEOC); consult local legal guidance for specifics.

Conclusion

The glass cliff is a structural challenge that combines biased decision-making with risky business realities. Addressing it requires both organizational reforms—transparent selection, guaranteed support, leadership development—and informed individual decisions that weigh risk, resources, and realistic paths to success. When organizations move beyond symbolic gestures and actually empower leaders with the tools to succeed, appointments become genuine opportunities rather than precarious gambits.