The case study of “The Glass Ceiling” (Northouse, 2018, p. 417-418) tells the story of Lisa, an experienced, confident executive who leaves her Wall Street firm after repeated attempts to achieve partner. The working environment as well as her direct relationship with the CEO show clear evidence of gender discrimination. Lisa has relevant experience, educational qualifications, and a track record of success in the firm. She is given increased seniority and responsibility as she brings value to the company. Lisa is respected by her peers and brings positive impact to company revenue and the bottom line. Over an extended period of time, her requests for partnership based on performance are denied and Lisa leaves the firm.
As I reflected on this case study it was evident that this was a description of an environment where the senior leader helped to create an environment of discrimination and discomfort for other leaders and particularly women. Knowing there are peers of Lisa’s who are coming to her privately but not willing to speak up on her behalf publicly points to a domineering culture where there may be fear of consequences for anyone who challenges the CEO.
For this situation specifically, there is no obvious reason to say there are experience or education gaps which are the reason for the treatment Lisa is receiving. The fact that the CEO is willing to say two women in one room together is scary is clear evidence of deeper discrimination which is not connected to employee performance. Lisa is not given the opportunity to lead as a partner in the firm not because she isn’t a qualified leader but because of the advancement barriers in place in this firm, known as the glass ceiling.
With a CEO who questions a woman’s ability to lead and speaks publicly of his fear of women together in a room, it’s no surprise that a woman of Lisa’s calibre and experience would leave the firm to pursue other opportunities. Had there been a clear path to partnership which included performance, education and experience goals, the criteria become clear. Lisa could have made a case for partnership based on what she had achieved or the CEO could have made plain to her what still needed to be accomplished for her to be considered.
Giving opportunities in an organization for promotion, increased responsibility and career advancement must be equitable when it comes to gender and leadership. Employees need to be given the opportunity to demonstrate they are capable, qualified and trustworthy for new roles within an organization. When these paths to success are confusing, unclear or secret, this builds distrust and uncertainty among employees. All employees, male and female, deserve to understand what is expected of them and what opportunities are available for them in the future based on their performance and success in their current role.
Personally, this case study and reflection help me to think about how I lead in an environment where I have both male and female direct reports. My friendships and working relationships with men and women look different but I have a responsibility as a leader to be clear with those around me that they are being treated fairly, respectfully and with equality regardless of gender. They need to understand how their success helps to shape their future within our organization and I need to actively look for ways to highlight their successes as they grow.
Reference
Northouse, P. G. (2018). Leadership: Theory and Practice, Eighth Edition. Thousand Oaks, CA: Sage Publications.