Essay - Glass Ceiling the Barriers that Hinder Career Advancement of Women...

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Glass Ceiling

The barriers that hinder career advancement of women are complex, and have become important issues for most corporations and the government (Adaire, 1994). "Glass ceiling" is a term that describes numerous barriers that prevent qualified individuals from advancing higher in *****ir careers. While many ***** hold management positions, few have made the breakthrough to top-level, executive positions.

Accord*****g to stat*****tics, women executives exist across corporate America, and many believe that they may actually be more effective managers than men (Patterson, 2005). In fact, women managers are consistently rated higher than their male counterparts on 37 of 47 critical management qualities such as leadership, social skills, problem solving and decisi*****-making, according to a study by the H*****gberg Consulting Group, a management-consulting firm in Foster City.

However, some of the traits ***** make women successful middle managers may h*****der ********** ability to become executives (*****, 2005). Many believe that this is because ***** focus *****o much on details, speak elliptically ***** do not take as many risks, according to the Hagberg study. Men ***** more of a tendency to see the big picture. The research included 396 women and 1,600 men, in addition to 360-degree feedback from supervisors and subord*****ates.

Despite female managers' high ratings in the study, relatively few have achieved a senior level ***** their companies (Patterson, 2005). Among Fortune 1000 companies, only seven have female CEOs, according ***** a recent ********** in Barron's magazine. According to Catalyst, a research firm, ***** hold 10.6% of board seats at the n*****ion's 500 largest companies, a sm*****ll increase from the 8.3% they held in 1993. Also, women who hold director-level positions say ***** lack the ********** their male counterparts have on such ***** issues as management succession and executive compensation.

Women often ***** that the reason they do not advance as far as men is ***** ***** prefer to promote after their own image (Patterson, 2005). Too ***** women ***** the authority to hire, fire or de*****ine compensation, ***** there simply are not enough role models or mentors for them at the executive level, says Barron's research.

***** addition, there ***** other potential ********** for women's failure to break the glass ceiling (Patterson, *****). ***** results of the Hagberg study indicate that ***** ***** make women successful at ***** mid-***** level are also harmful ***** ***** *****. The main hindrance seems to be ***** perceived discomfort with risk-taking. ***** Hagberg study suggests th***** *****, ***** they are so detail oriented, want all the data before they make ***** decisions. This conservative decision-making style, which has helped women reach middle management, may discourage them from accepting career-*****, *****-risk assignments.

However, taking risks and accepting the consequences is a required skill in corporate America's top executives (Patterson, 2005). "When you're in senior management, you're expected to act boldly, so failures are very likely and ***** visible," says Hancock Williams. "If you're not ***** risks and dealing with f*****out, perhaps you're demonstrating that you won't like ***** intensity [at the ***** management level]."


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