Breaking the Glass Ceiling
Introduction
Speaking at the Democratic National Convention in Chicago in August, Hilary Clinton spoke of her hope that Democratic presidential nominee Kamala Harris could finally break the “highest, hardest glass ceiling” in America by becoming the first female president. “When a barrier falls for one of us, it clears the way for all of us,” she said, echoing her convention speech from eight years before. [1]
The President of the United States is the leader of the free world, in charge of the largest global economy, and boasts an unimaginable amount of power –– and yet the glass ceiling still affects who may get the role. If it is a factor in this most upper echelon of society, you can bet your bottom dollar it is also a factor in other lower rungs. Still, somehow, after all this time.
The glass ceiling
The term “glass ceiling” refers to the invisible barriers that prevent women and minorities from ascending to the highest levels of professional success. It was first used in 1978 by writer and consultant Marilyn Loden at a panellist discussion about women in the workplace [2]. Loden was describing the cultural challenges women face when their careers stagnate at middle-management roles, preventing them from attaining higher leadership or executive positions.
Despite progress in gender equality, the glass ceiling remains a persistent challenge in workplaces worldwide. The glass ceiling is not just a metaphor for gender-based barriers but also encompasses biases related to race, ethnicity, and other marginalised identities.
The numbers
Despite efforts to promote gender equality, women continue to be underrepresented in leadership positions across various industries. According to a report by Grant Thornton Belgium, a consulting firm with expertise in audit, accountancy, tax & legal and advisory, 33.5% of all senior management positions worldwide are held by women today, compared to 32% last year and 31% in 2021. At this rate, we will not reach parity until 2053. [3]
Then there is the gender pay gap. According to the World Economic Forum’s Global Gender Gap Report 2023, women globally earn on average 16% less than men for similar work [4]. In the United States, the pay gap is slightly narrower, with women earning 82 cents for every dollar earned by men, according to Pew Research Center [5]. That number was roughly the same as in 2002, when they earned 80 cents to the dollar. Notably, this gap widens significantly for women of colour, with Black women earning 70% as much as White men and Hispanic women earning only 65% as much. [6]
The problem is no less prevalent in Ireland. According to a 2022 report by the Central Statistics Office (CSO) of Ireland, women held only 32% of the nation’s senior management positions [7]. The situation is slowly improving. One in four (24.7%) enterprises had at least 40% female representation at Board level in Ireland in 2023 compared with 18.4% in 2021 [8]. The European Institute for Gender Equality’s Gender Equality Index 2022 placed Ireland in the upper half of EU countries, yet significant gaps remain, particularly in economic power and decision-making roles. [9]
The gender pay gap in Ireland, as reported by the CSO, stood at 11.3% in 2022 [10]. Although this is below the EU average of 13%, it still represents a substantial disparity in earnings between men and women. Furthermore, the gap widens in certain sectors, such as finance and insurance, where women earned on average 21.3% less than men.
These statistics demonstrate the expansive reach of the problem. Gender bias is embedded in every walk of life and every country, no matter how liberal it proclaims to be. The underrepresentation of women in leadership roles and the persistent pay gap are not merely the results of individual choices but are deeply rooted in systemic biases and organisational cultures that perpetuate these disparities.
Factors contributing to the glass ceiling
Several factors contribute to the pervasiveness of the issue. Organisational culture, for one, plays a significant role. Many companies operate with an implicit preference for male leadership styles and behaviours, which can marginalise women who do not conform to these expectations. This “think manager, think male” mindset leads to a lack of diversity in leadership and reinforces gender stereotypes.
Moreover, the persistence of male-dominated networks within organisations often excludes women from informal decision-making processes and opportunities for career advancement. Women may also face higher scrutiny and harsher criticism compared to their male counterparts, which can hinder their ability to progress within the organisation.
Unconscious bias –– the attitudes or stereotypes that affect our understanding, actions, and decisions unconsciously –– is another pivotal factor. In the workplace, unconscious bias can influence hiring, promotion, and evaluation processes, often to the detriment of women and minorities. For example, studies have shown that identical resumes with male and female names receive different evaluations, with male-named candidates being perceived as more competent and hireable [11].
These biases extend to leadership evaluations as well. Women are often evaluated more harshly than men for displaying the same leadership behaviours, such as assertiveness or decisiveness, which are typically associated with male leaders. This double standard reinforces the glass ceiling and perpetuates gender inequality in leadership.
Work-life balance challenges also tend to disproportionately affect women, particularly in societies where caregiving responsibilities are held to be a primarily female responsibility. The lack of family-friendly policies, such as paid parental leave and flexible work arrangements, can make it difficult for women to balance their professional and personal lives. As a result, many women opt out of the workforce or settle for lower-level positions that offer more flexibility but fewer opportunities for advancement.
The “motherhood penalty” is a well-documented phenomenon where women experience a decline in earnings and career progression after having children. A study by the Institute for Fiscal Studies in the UK found that by the time a woman’s first child is 12 years old, her hourly wages are on average 33% lower than those of a man [12]. In 2022, 70% of mothers ages 25 to 34 in the US had a job or were looking for one, compared with 84% of women of the same age without children at home. This amounted to the withdrawal of 1.4 million younger mothers from the workforce. [13]
Additionally, mentorship and networking are critical for career advancement, yet women often have less access to these opportunities than men. Mentorship can provide guidance, support, and advocacy, helping women navigate the challenges of the workplace and advance in their careers. However, the lack of female role models in leadership positions can make it difficult for women to find mentors who understand their unique challenges.
Networking is equally important, as it provides opportunities for women to build relationships with influential colleagues and leaders. However, women are often excluded from informal networks, such as social events or “old boys’ clubs,” where important decisions and career opportunities are discussed. This exclusion further limits women’s access to workplace parity.
So, how do we fix the problem?
Breaking the glass ceiling: Organisational cultures
Organisations must actively work to create inclusive cultures that value diversity and provide equal opportunities for all employees. This includes implementing policies and practices that promote gender equality, such as equal pay for equal work, transparent promotion processes, and family-friendly policies. Companies should also encourage diversity in leadership by setting targets for female representation in senior roles and holding leaders accountable for meeting these goals.
Training on unconscious bias can also help employees recognise and mitigate their biases, leading to fairer hiring, promotion, and evaluation processes. Additionally, companies should ensure that women have access to the same networking and mentoring opportunities as men, including formal mentoring programs and leadership development initiatives.
Breaking the glass ceiling: Work-life balance
Work-life balance is crucial for enabling women to pursue leadership roles. Organisations can support work-life balance by offering flexible work arrangements, such as remote work, flexible hours, and job-sharing options. Paid parental leave and affordable childcare services are also essential for helping women manage their professional and personal responsibilities.
In addition to organisational policies, societal changes are needed to challenge traditional gender roles and promote shared caregiving responsibilities. This includes encouraging men to take parental leave and participate more in household duties, thereby reducing the burden on women and enabling them to pursue their careers without sacrificing their personal lives.
Breaking the glass ceiling: Mentorship and sponsorship
Organisations should establish formal mentoring programs that pair women with senior leaders who can provide guidance, support, and advocacy. Sponsorship goes a step further by involving senior leaders who actively promote their protégés for high-visibility projects and leadership roles. “While a mentor is someone who has the knowledge and will share it with you, a sponsor is a person who has power and will use it for you,” Herminia Ibarra writes in Harvard Business Review. “When it comes to this important distinction, the evidence is also clear: women tend to be over-mentored and under-sponsored.” [14]
Women can also benefit from building their networks outside of the workplace, such as joining professional associations, attending industry conferences, and participating in women’s leadership programs. These networks can provide valuable connections, resources, and opportunities for career advancement.
Breaking the glass ceiling: Policy changes
Policy changes at the national and international levels are essential for addressing the systemic barriers that have protected the gendered status quo for century upon century. Governments can play a crucial role by enacting laws that promote gender equality, such as mandatory pay transparency, quotas for female representation on corporate boards, and anti-discrimination legislation.
Moreover, international organisations and advocacy groups can raise awareness of gender inequality and hold companies accountable for their diversity and inclusion efforts. Public pressure and consumer demand for gender equality can also drive change, encouraging companies to adopt more inclusive practices and policies.
The fight continues
The glass ceiling remains a significant barrier to gender equality in the workplace, preventing women from reaching their full potential in leadership roles. While progress has been made, much work remains to be done to break down the barriers that limit women’s career advancement. By promoting inclusive organisational cultures, supporting work-life balance, encouraging mentorship and sponsorship, and advocating for policy changes, we can begin to dismantle the glass ceiling and create a more equitable and inclusive workforce for all.
Breaking the glass ceiling is not just a matter of fairness; it is also essential for the success of organisations and societies. Diverse leadership teams bring different perspectives, foster innovation, and improve decision-making, leading to better outcomes for businesses and communities alike. As we move forward, it is crucial that we continue to challenge the status quo, advocate for gender equality, and create opportunities for women to thrive in all areas of their professional lives. As Sheryl Sandberg, COO of Facebook, put it, “In the future, there will be no female leaders. There will just be leaders.” [15]
More on Diversity
Designing workplace equality – Podcast
Diversity and Conflict for a Plural Workforce
Sources
[1] https://www.bbc.co.uk/news/articles/ce317d27l7zo
[4] https://www.weforum.org/publications/global-gender-gap-report-2023/digest/
[7] https://www.cso.ie/en/releasesandpublications/ep/p-wami/womenandmeninireland2022/
[9] https://eige.europa.eu/gender-equality-index/2022/country/IE
[10] https://www.cso.ie/en/statistics/earnings/genderpaygap/
[14] https://hbr.org/2019/08/a-lack-of-sponsorship-is-keeping-women-from-advancing-into-leadership
[15] Sandberg, S. (2013). Lean In: Women, Work, and the Will to Lead. New York: Knopf.
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