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

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

Despite fe***** managers' high ratings in the study, relatively *****w have achieved a senior level in their companies (Patterson, 2005). Among Fortune 1000 *****, only seven have female CEOs, accord*****g ***** a recent ********** in Barron's magazine. According to Catalyst, a research firm, women ***** 10.6% of board seats at the nation's 500 largest companies, a sm*****ll increase from the 8.3% ********** held in 1993. Also, women who hold director-level positions say they lack the *****fluence 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 ***** ***** prefer to promote after their own image (Patterson, *****). Too few women ***** the authority to hire, fire or de*****ine compensation, ***** there simply ***** not enough role models or mentors ***** them at the executive level, says ***** *****.

In addition, ***** are o*****r potential ********** for women's failure to break the glass ceiling (Patterson, 2005). ***** results of ***** Hagberg ***** indicate that ***** that make women successful at the mid-***** level are also harmful ***** ***** c*****ers. The main hindrance seems to be women's perceived discomfort with risk-taking. The Hagberg study suggests th***** women, ***** they are so detail oriented, want all the data before ***** make big decisions. This conservative decision-making style, which has helped ***** reach ***** management, may discourage ***** from accepting career-*****, high-risk assignments.

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

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