Women are increasingly stepping into high-profile leadership roles, even as many organizations struggle with crises. Notable figures such as Sarah Mullally, the first female Archbishop of Canterbury, and Sanae Takaichi, Japan’s first female Prime Minister, illustrate this trend. These leaders often find themselves navigating turbulent environments marked by scandal, economic stagnation, and operational challenges.
The phenomenon has been termed the “glass cliff,” a concept introduced two decades ago suggesting that women are more likely than men to assume leadership roles when organizations are in distress. Despite the risks, women are frequently appointed to these positions due to their unique leadership styles and ability to manage crises effectively.
Women’s Leadership Styles Shine in Crises
A recent study conducted through in-depth interviews with 33 women in senior leadership positions in 2023 and 2024 sheds light on this issue. The findings indicate that women leaders are often chosen for their collaborative approach, empathy, and nurturing qualities. For instance, a participant who chairs boards mentioned, “Women are often given basket cases because they will often be more supportive, better listeners and more nurturing.” This suggests a recognition of women’s skills in navigating complex, high-pressure situations.
Women leaders tend to focus on the human aspects of management rather than only operational factors. They excel in areas such as empathy, communication, and unifying teams, which are essential skills in times of crisis. Mullally, for example, credits her background as a cancer nurse with helping her manage the Church of England’s current challenges.
The Appeal of High-Risk Roles
The reasons women accept these precarious leadership positions are varied. Initially, the opportunity to lead a significant organization can be compelling, providing a sense of purpose and fulfillment despite the associated risks. However, with experience, women become more discerning about such roles. The study highlights that women often face stricter scrutiny than their male counterparts when they fail, which can deter them from accepting high-risk positions.
One interviewee noted, “When a man fails or makes an error … it’s the individual man who failed; ‘he’ had no ethics. When a woman does it, it’s like, ‘Ah well, women.'” This underscores the added pressure women face in leadership roles and the importance of networks and mentoring for support.
Furthermore, the study identifies that women leaders advocate for having trusted advisers who can provide guidance as they navigate their challenges. While operational difficulties are common in leadership, women are encouraged to carefully assess potential integrity or governance issues before accepting such roles.
The research findings challenge the traditional belief that women are appointed to precarious roles simply because they are seen as expendable. Instead, it highlights that their ability to manage chaos and practice ego-less leadership makes them attractive candidates. This perspective shifts the narrative from viewing women as victims of circumstance to recognizing their capabilities in leadership.
The study suggests that organizations should leverage the strengths women bring to complex, high-risk situations. Providing adequate support and resources for women in challenging leadership roles, while setting realistic expectations, can lead to positive outcomes.
While high-risk positions can lead to substantial professional development and recognition, women are advised to balance ambition with caution. A thorough assessment of potential challenges and alignment with personal values is essential before accepting senior roles.
In conclusion, women are increasingly positioned at the forefront during organizational crises. These roles, while challenging, present opportunities to demonstrate leadership capability and improve organizational culture. Rather than viewing these challenges as a poisoned chalice, they can be seen as a mixed blessing, allowing women to redefine leadership perceptions and expand future opportunities.
