Stories
Why Are Women Promoted to Tough Leadership Roles During Crises?
- •The recent controversy at McKinsey & Company over online comments has reignited the global debate surrounding the glass cliff phenomenon.
- •The glass cliff occurs when women are appointed to leadership positions during severe organizational crises or declining performance, elevating their risk of failure.
- •Data from KPMG in India and AIMA shows that while 79 percent of women aspire to leadership roles, only 1 percent hold board-level positions in corporate India.
- •Experts emphasize that women leaders often inherit deep-seated problems with limited resources, making them disproportionately vulnerable to criticism when things go wrong.
- •Studies reveal ongoing workplace challenges, including a persistent gender pay gap, the broken rung at early promotions, and non-inclusive behaviors.
Key Questions Answered
The glass cliff describes a pattern where women are disproportionately appointed to leadership roles during organizational crises, declining performance, or difficult turnarounds. While providing visibility, these positions carry a heightened risk of failure due to deeply entrenched problems, making women vulnerable to unfair scrutiny and reinforcing negative gender stereotypes.
McKinsey removed senior partner Chris Bradley from his leadership roles, including at the McKinsey Global Institute, following an internal review of his online comments. Bradley had engaged in a LinkedIn exchange with author Julia Carreon where he dismissed the challenges faced by women leaders and questioned the validity of the glass cliff concept.
A 2026 survey by KPMG in India and AIMA found that while 79% of women professionals aspire to leadership roles, only 1% occupy board-level positions. Furthermore, mid-market companies showed women holding 20% of leadership positions, and only 55% of organizations reported having a well-defined leadership evaluation process.
