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 their careers. While many women hold management positions, few have made the breakthrough to top-level, executive positions.

According to statistics, women ********** exist across corporate America, and ***** believe that *****y 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 H*****g*****rg Consulting Group, a management-consulting firm in Foster City.

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

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

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

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

However, taking risks and accepting the consequences is a required skill in corporate *****'s *****p executives (Patterson, 2005). "When you're in senior *****, you're expected to act boldly, so failures are very likely and ***** visible," 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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