Editing Glass cliff (section)

== Implications for women and minority group executives ==
Glass cliff positions risk hurting the women executives' reputations and career prospects because, when a company does poorly, people tend to blame its leadership without taking into account situational or contextual variables.<ref name="Ryan-2005" /> Additionally, women who are appointed to glass cliff positions may be subject to increased criticism from shareholders, who may lack confidence in their leadership. In contrast, Men who assume leadership in times of crisis are less likely to experience this backlash, and suffer fewer reputation based consequences.<ref name="Ryan-2005" /> Researchers have found that female leaders find it harder than male ones to get second chances once they have failed due to having fewer mentors and sponsors and less access to a protective "[[Old boy network|old boys' network]]".<ref>{{Cite news|url= http://blogs.hbr.org/2008/08/are-women-leaders-often-set-up/|title= The Glass Cliff: Are Women Leaders Often Set Up to Fail?|last= Hewlett|first= Sylvia Ann|date= 5 August 2008|work= Harvard Business Review|access-date= 18 October 2014|archive-date= 19 October 2014|archive-url= https://web.archive.org/web/20141019001836/http://blogs.hbr.org/2008/08/are-women-leaders-often-set-up/|url-status= live}}</ref>

The glass cliff phenomenon adds to the breadth of work on why women are less likely than men to succeed in leadership positions across a wide range of opportunities, from local school districts to the corporate sphere.<ref name="Ryan-2016"/> As a method of descriptive representation, women who see women leaders disposed of as a result of glass cliff leadership may be less likely to see themselves in positions of power, and be less likely to express interest in career advancement.

However, some researchers argue that companies in bad situations offer more opportunities for power and influence compared with companies that are stable.<ref name="Trop" />

A study examining glass cliff effects on women leaders in Turkey, a country which has high levels of [[femininity]], found that the preference for female candidates was higher in times of good performance than in times of poor performance.<ref>{{Cite journal |last1=Yıldız |first1=Sebahattin |last2=Vural |first2=Mehmet Fatih |date=2019-07-30 |title=A Cultural Perspective of The Glass Cliff Phenomenon |journal=Ege Akademik Bakis (Ege Academic Review) |volume=19 |issue=3 |pages=309–321 |doi=10.21121/eab.451162 |s2cid=203062587 |issn=1303-099X |doi-access=free }}</ref> Additional research has affirmed this finding in other countries.<ref name="Morgenroth-2020">{{Cite journal |last1=Morgenroth |first1=Thekla |last2=Kirby |first2=Teri A. |last3=Ryan |first3=Michelle K. |last4=Sudkämper |first4=Antonia |date=2020 |title=The who, when, and why of the glass cliff phenomenon: A meta-analysis of appointments to precarious leadership positions |journal=Psychological Bulletin |language=en |volume=146 |issue=9 |pages=797–829 |doi=10.1037/bul0000234 |pmid=32700940 |s2cid=213145573 |issn=1939-1455|url=https://pure.rug.nl/ws/files/133819606/ContentServer.pdf }}</ref>