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 ***** that prevent qualified individuals from advancing higher in their careers. While many ***** hold management positions, few have made the breakthrough to *****p-level, executive *****.

***** to statistics, women ********** exist across corporate America, and ***** 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 decision-making, according to a study by the Hagberg Consulting Group, a management-consulting firm in Foster City.

However, some of the traits ***** make ***** successful middle managers ***** ***** their ability to become executives (*****, 2005). Many believe that this is because women focus *****o much on details, speak elliptically and do not take as many risks, ***** to the ***** study. Men have 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 subordinates.

Despite fe***** managers' high ratings in the *****, relatively few ***** achieved a senior level in their companies (Patterson, 2005). Among Fortune 1000 companies, only seven have female CEOs, accord*****g ***** a recent article in Barron's magazine. According to Catalyst, a research firm, ***** hold 10.6% ***** board seats at the nation'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 critical issues as management succession and executive compensation.

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

***** addition, ***** are o*****r potential reasons for women's failure to break the glass ceiling (Patterson, 2005). ***** results of ***** Hagberg study indicate ***** qualities that make women successful at the mid-***** ***** are also harmful ***** their c*****ers. The main hindrance *****ms to be ***** perceived discomfort with risk-taking. ***** Hagberg ***** suggests that *****, because they are so detail oriented, want all the data before ***** make big 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 ***** (Patter*****n, *****). "When you're ***** ***** management, ***** expected to act boldly, so failures are very likely and very v*****ible," says Hancock Williams. "If you're not taking risks and dealing with f*****out, perhaps you're demonstrating that you won't like ***** intensity [at the senior management level]."

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