You’ve heard of the glass ceiling. New research has identified another barrier: the glass wall, which punishes women for the kind of lateral career moves that boost men’s prospects.
Articles on Glass ceiling
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Being on the cliff is a dangerous position: there is a high chance of falling – or being pushed off.
The presence of at least three women on a board of directors improves the financial performance of organizations. The effect is similar to the impact of “critical mass” in physics.
While other countries have had female leaders in office, these women tend to have family connections or hold roles that are less powerful than that of the US president.
Careers in politics are particularly difficult for women, who must be careful to avoid hurting their image. Kamala Harris is the latest to contend with this double standard.
There is a lack of women guiding the booming fintech industry.
As the country prepares to go to the polls on February 14, will the low representation of women in parliament improve? Given the systemic barriers in place, probably not.
Why many women leaders break the glass ceiling only to fall off a glass cliff.
October was Women’s History Month in Canada, but some challenges, such as the notable absence of Black women in the highest echelons of corporate leadership, are far from in the past.
After decades of efforts to increase female representation in corporate decision-making bodies, few women are managing to take the reins of power.
We’re experiencing a great sporting and cultural moment. But the Women’s World Cup needs to be more than a four-week football festival.
To counter stereotypes and prejudices of women at work, we need to take a fresh look at leadership and encourage career-boosting mandates.
While most heterosexual couples are dual-earners, super rich couples continue to have gender-traditional arrangements in which the man is the sole breadwinner.
Female leaders tend to open people’s perceptions of what is possible for other women in politics – but the job is also still fraught with double standards and unique risks.
Feminine leadership encompasses aspects of ourselves that have been pushed aside within conventionally male-dominant spaces. Recentring them can foster leadership that is more inclusive.
The EU is cracking down on pay secrecy, as the pandemic exacerbates gender inequalities.
Gender parity leads to collaboration and a blending of visions, and paves the way for the adoption of more comprehensive and inclusive solutions than if they’re conceived from only one perspective.
Unions must continue to try to recruit and sustain a critical mass of women, particularly visible minority and LBGTQ women, into leadership roles in the years to come.
Women with less income and less education may be hurt most by gender discrimination.
Scandinavian welfare states have made it easier for women to reconcile family and career. What’s odd is that Anglophone nations aren’t far behind.
Top contributors
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Dean, John Molson School of Business, Concordia University
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Cadre en exercice, John Molson School of Business, Concordia University
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Professor of Political Science; Associate Dean of the College of Liberal Arts and Human Sciences, Virginia Tech
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Dean of Programs, EM Lyon Business School
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Senior Research Fellow in Global Health, University of Southampton
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Dean and Professor of Higher and International Education, Executive Director of SUNY's Strategic, Academic, and Innovative Leadership (SAIL) Institute, and Co-Director of the Cross-Border Education Research Team, University at Albany, State University of New York
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Assistant Professor in International Social and Public Policy, London School of Economics and Political Science
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Professorial Fellow, Jumbunna IHL, University of Technology Sydney
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Assistant Professor of Management, SKEMA Business School
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Senior Lecturer in Medieval English Literature, Swansea University
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Professor of law, Hasselt University
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Reader in Organisational Behaviour, Aston University
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King's Counsel, Deakin University
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Professor of Economics, Royal Holloway, University of London
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Professor of Comparative Employment Systems, University of Manchester