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Women are increasingly occupying top leadership roles across organizations, political parties and even nations. This may appear unequivocally fancy a dependable thing. Yet, many of these roles are undertaken in precarious circumstances, with inherent risks that may make them unattractive to males.
High-profile examples illustrate this pattern. Sarah Mullally, the incoming Archbishop of Canterbury and first female leader of the Church of England, steps into a landscape marred by scandal. Sanae Takaichi has become Japan’s first female prime minister—albeit the fourth PM in 5 years. She inherits a stagnant economic system, epic inflation and a declining population.
Carly Fiorina became CEO of Hewlett-Packard during the bursting of the tech bubble. And Mary Barra took over as CEO of General Motors rapidly before a major car recall. In the UK, politicians fancy Conservative leader Kemi Badenoch have also assumed high-profile roles during sessions of heightened threat.
Two decades ago, this phenomenon was labeled the “glass cliff”. It highlighted a pattern where women are extra seemingly than males to be placed in leadership positions during instances of crisis.
However the views of women leaders and these navigating organizations in precarious situations are rarely examined. Our witness conducted in-depth interviews with 33 women in senior leadership positions in 2023 and 2024. Our goal was to come across the motivations behind appointing women to high-threat leadership roles and the strategies the women use to navigate challenges as soon as they’re in post.
The witness revealed that women are usually chosen because of their distinctive leadership fashion and ability to manage crises. In their early careers, women may be invited to lead organizations in harm (so-called “basket cases”). Yet, by focusing on collaboration and consensus, and by ditching egotism, they can usually turn around precarious situations.
One woman who chaired boards instructed us: “Women are often given basket cases because they will often be more supportive, better listeners and more nurturing. They’re better able to cope in that environment.”
Key to here is a combination of intuition, humility and an ability to manage colleagues and associates. We came across that in organizations facing scandals, inefficiency or financial mismanagement, women leaders usually point of interest on human aspects rather than just operational factors.
See participants consistently emphasized that of us skills (such as empathy, communication and the ability to unify of us) are critical for managing threat-laden environments. They felt that women usually excel in these areas. For instance, Mullally has cited her background as a cancer nurse as providing a sturdy foundation for managing the challenges that the Church of England is facing.
Why waddle there?
Our witness also explored why women accept these precarious roles. Early in their careers, the opportunity to lead a major organization can be compelling, offering a sense of reason and success—although the organization is in crisis.
However with expertise, women become extra discerning about accepting leadership positions. The research highlights that precarious appointments carry heightened reputational risks, as women are held to stricter standards (in the media, for example) than males.
One participant instructed us: “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.'”
The witness also underscores the importance of networks, mentoring and alliances. Women leaders imply having trusted advisers and mentors who can present guidance, reinforce and insight as they face challenges. Some emphasized that operational challenges are a normal aspect of leadership.
However women may calm think carefully about accepting a leadership role where problems of integrity or governance, for example, are extra entrenched. As one participant in our witness celebrated: “Don’t let challenges deter you if you believe you can lead effectively. But when structural or ethical challenges exist … leaders must assess them carefully.”
A blended blessing
The conventional belief is that women are equipped precarious roles because they are viewed as expendable. However beyond this, our witness identifies alternative reasons.
Speaking generally, women’s capacity to manage chaos, practice ego-less leadership, and encourage collective determination-making usually makes them attractive candidates. Viewing it via this lens shifts the conversation from victimhood to capability. It suggests that women are no longer merely filling high-threat roles however are chosen for their leadership strengths.
The findings also have implications for strategy and talent management within organizations, who may calm contemplate the explain competencies women can bring to advanced, high-threat leadership scenarios.
Organizations can benefit from ensuring that women in challenging leadership roles obtain appropriate reinforce and resources, and that expectations are realistic.
At the same time, women leaders ought to balance ambition with caution. While challenging roles offer alternatives for pattern and recognition, taking a role that is no longer aligned with a woman’s values or if her due diligence comes up short can carry high professional risks.
The witness’s participants imply sturdy negotiation and careful assessment of the potential outcomes before accepting senior positions. When leaders align their expertise and values with the desires of the organization, they can transform crises into alternatives for development. That is based on our finding that women, before they accept precarious leadership roles, carry out due diligence, preserve in mind the professionals and cons and negotiate.
Women in leadership are increasingly viewed at the helm during organizational turbulence. While these roles advance with greater threat, they also offer alternatives to demonstrate capability, reinforce reputations and reinforce the culture of an organization.
Rather than a poisoned chalice, these alternatives can be reframed as a blended blessing. Challenges, if navigated neatly, highlight and make use of women’s distinctive leadership kinds. Women can lead organizations via uncertainty and at the same time redefine perceptions of leadership and expand alternatives for women in the future.
