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dc.contributor.authorMorgenroth, T
dc.contributor.authorKirby, TA
dc.contributor.authorRyan, MK
dc.contributor.authorSudkaemper, A
dc.date.accessioned2020-02-19T12:05:43Z
dc.date.issued2020-09-01
dc.description.abstractWomen and members of other underrepresented groups who break through the glass ceiling often find themselves in precarious leadership positions, a phenomenon that has been termed the glass cliff. The glass cliff has been investigated in a range of domains using various methodologies, but evidence is mixed. In three meta analyses, we examined (a) archival field studies testing whether members of underrepresented groups, compared to members of majority groups, are more likely to be appointed to leadership positions in times of crisis; (b) experimental studies testing whether members of underrepresented groups, compared to members of majority groups, are evaluated as more suitable for, as well as (c) more likely to be selected for, leadership positions in times of crisis. All three analyses provided some evidence in line with the glass cliff for women. Specifically, the meta-analysis of archival studies revealed a small glass cliff effect that was dependent on organizational domain. The leadership suitability meta-analysis also showed a small glass cliff effect in between-participants studies, but not in within-participants studies. The analysis of leadership selection revealed that women are more likely to be selected over men in times of crisis, and that this effect is larger in countries with higher gender inequality. The glass cliff also extended to members of underrepresented racial and ethnic groups. We explore several moderating factors and report analyses shedding light on the underlying causes of the glass cliff. We discuss implications of our findings as well as open questions.en_GB
dc.description.sponsorshipEconomic and Social Research Council (ESRC)en_GB
dc.description.sponsorshipEuropean Commissionen_GB
dc.identifier.citationVol. 146 (9), pp. 797-829en_GB
dc.identifier.doi10.1037/bul0000234
dc.identifier.grantnumberES/S00274X/1en_GB
dc.identifier.grantnumberBB/P025528/1en_GB
dc.identifier.urihttp://hdl.handle.net/10871/40927
dc.language.isoenen_GB
dc.publisherAmerican Psychological Associationen_GB
dc.relation.urlhttps://osf.io/b8tzq/?view_only=6aad2cc8f1ba4041bcd2cc48e44cb4aa
dc.rights© 2020 American Psychological Association
dc.subjectGlass cliffen_GB
dc.subjectmeta-analysisen_GB
dc.subjectwomen in leadershipen_GB
dc.subjectleadershipen_GB
dc.subjectmanagementen_GB
dc.titleThe who, when, and why of the glass cliff phenomenon: A meta-analysis of appointments to precarious leadership positionsen_GB
dc.typeArticleen_GB
dc.date.available2020-02-19T12:05:43Z
dc.identifier.issn0033-2909
dc.descriptionThis is the author accepted manuscript. The final version is available from the American Psychological Association via the DOI in this recorden_GB
dc.descriptionData availability: The data sets, analysis code, and codebook for analyses are available at https://osf.io/b8tzq/?view_only=6aad2cc8f1ba4041bcd2cc48e44cb4aa
dc.identifier.journalPsychological Bulletinen_GB
dc.rights.urihttp://www.rioxx.net/licenses/all-rights-reserveden_GB
dcterms.dateAccepted2020-03-21
exeter.funder::Economic and Social Research Council (ESRC)en_GB
exeter.funder::European Commissionen_GB
rioxxterms.versionAMen_GB
rioxxterms.licenseref.startdate2020-003-21
rioxxterms.typeJournal Article/Reviewen_GB
refterms.dateFCD2020-02-19T11:14:43Z
refterms.versionFCDAM
refterms.dateFOA2020-09-11T14:49:35Z
refterms.panelAen_GB


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