They receive fewer opportunities than their male counterparts to showcase their full potential, and have to work harder and prove themselves repeatedly as they work their way up to senior positions. What can women do to crack the glass ceiling?
There is no easy answer because circumstances differ from one woman and workplace to another. However, Jennifer W. Mount, believes that women can take charge of their own success. The book empowers women to understand their context, uncover what they really want, discover their definition of success, identify their strengths and weaknesses, and set goals to overcome the glass ceiling barriers. Martineau is senior vice president of research, evaluation and societal advancement at the Center for Creative Leadership CCL , a top-ranked non-profit global provider of leadership development.
She is also a speaker, author, mother and passionate advocate for women's leadership. She has more than 25 years of experience in leadership research and how to apply it in practical, powerful ways for leaders and organizations.
In an interview with SHRM India, Jennifer spoke about how women can break through the glass ceiling to attain leadership roles, especially in India. Discussions on the importance of diversity and inclusion practices in organizations have been widespread in recent years. They sound great, but there's been little action.
The reasons are that these practices typically are drafted only to meet regulatory norms or ,in some cases, are poorly funded. For example, organizations could focus on inclusive recruitment to embed higher levels of diversity in its HR strategy.
She also stated that organizations should look at the glass ceiling as a systematic issue and not as an interpersonal or individual problem. Organizations need to implement structured systems and practices to break glass ceilings and make space for women. If this is not done, then focused training for employees may fail. Sponsorship programs are another area worthy of attention, says Martineau.. There is a popular Harvard Business Review article titled, ' Women Are Over-Mentored But Under-sponsored , ' which focuses on the need of structured and targeted sponsorship programs in organizations.
Currently, because there are more men in top leadership positions than women, and men are more comfortable seeking out other men for sponsorship, they often end up ignoring women.
To overcome this issue, company leaders should use their networking and strength of relationships to help women gain more visibility. Mentoring alone does not equal promotions for women, but sponsorships may be the key to breaking workplace gender barriers.
Martineau argues that structured diversity and inclusion processes often are not translated into reality. The reason may be that organizations have to consider the interests of a large talent pool and often find it tough to please one gender. The fact is that men are still in the majority in leadership roles. If organizations focus solely on promoting women, male employees may raise questions. If organizations don't hear what men say, they may lose some of the talented employees in their workforce.
It is a delicate dance between valuing men and promoting diversity. Organizations need to have transparent and authentic conversations with male employees on this subject, and explain the importance of adding more diversity.
Finding Balance Between Commonalities and Differences. The general view shared by Martineau is that there should be a focus on identifying more commonalities than differences in leadership so that women receive equal opportunities. However, this is open to interpretation. As human beings, people have so much in common that usually we can find shared values and principles, and then focus on differences. At the same time, differences can't be ignored.
So, the ideal approach would be to implement boundary spanning leadership — a practice developed by CCL in the mids after extensive research globally, including in India, China and Singapore. This practice advocates coming together within boundaries while expanding diversity. Triandis and J. Broadbridge, A. Research Handbook of Diversity and Careers.
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Twenty years later: explaining the persistence of the glass ceiling for women leaders. Wilczek-Ruzyczka, E. Wong, J. Zeng, Z. The myth of the glass ceiling: evidence from a stock-flow analysis of authority attainment. Keywords : situational issues, interpersonal issues, organizational gender culture, differential treatment, glass ceiling, work-to-family conflict, well-being at work, organizational attitudes.
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History of the Glass Ceiling. Glass Cliff vs. Glass Ceiling. What Does Glass Ceiling Mean? What Is an Example? Breaking the Glass Ceiling. Origin of "Break the Glass Ceiling". Does the Glass Ceiling Still Exist? Key Takeaways The glass ceiling is a colloquial term for the social barrier preventing women from being promoted to top jobs in management.
The term has been broadened to include discrimination against minorities. Marilyn Loden coined the phrase 'glass ceiling' at a Women's Exposition. Women make up S but hold only Department of Labor launched the Glass Ceiling Commission in to address the glass ceiling. What Is an Example of the Glass Ceiling? Article Sources.
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