Glass Ceiling Doc

The glass ceiling is an invisible barrier many feel women and minorities are unable to permeate in order to upper-level management positions. There are many advocates that believe the invisible glass ceiling is just that, invisible, because it does not exist. They do not feel there is an ultimate barrier that cannot be crossed, but instead, a multitude of barriers that only the individual can tackle on a personal basis. On the other hand, there are also advocates who strongly believe that regardless of what is done women are ignored due to bias and misogyny.

Impact on the Workplace

Pro

A report that was filed by the U.S. Department of Labor showed women held more mid-level management occupations than men. These positions ranged anywhere from financial managers to medical health service managers (7). While these are only mid-level occupations the fact that women are advancing up from low-level positions demonstrates growth. The reason that women are not advancing further is not due to a glass ceiling or bias against women. It comes from not being aware of the “’Labyrinth’” that requires “’persistence, awareness of one’s progress, and a careful analysis of the puzzles that lie ahead’” (6). The issue stems from women not having a strategic plan to reach their career goals. Many women are not as ambitious and do not lunge for promotions as quickly as men do. Senior Vice President for People Operations for Google Inc., Laszlo Bock, stated “women must be prodded: ‘for god’s sake, nominate yourself for promotions. Why? You’re holding yourself back’” (4). If women fail to show initiative and interest in advancing further up the corporate ladder why would their company promote them?

Con

“Although 83% of mid-level women have a strong desire to move up to a higher level in their companies, their chances are 60 % those of men” (5).  Another startling statistic showed that “in 2010 only 2.4 percent of the U.S. Fortune 500 chief executives were female. . . women’s access to boardroom seats is also troubling…for example 12.5 percent of directors are women” (7). One reason that may explain these startling statistics is due to the difference in leadership styles that men and women have.  Men tend “to be more proactive, assertive, and dominant. Female leaders, by contrast, show what we call communal values: friendliness, support, and a caring attitude” (7). By primarily seeing only men in these positions, it has created “a kind of legitimacy gap, in that they do not fit the (male) stereotype of what it is to be a leader” (7). Because of these stereotypes, women are often overlooked for upper-level management roles. By companies promoting employee’s based solely on the stereotype of what an effective leader is, they are undoubtedly limiting the possible potential of the company.