Why women land top jobs in struggling organizations—they may just be better in a crisis

Women are increasingly occupying leadership positions within organizations, political parties and even nations. This may seem unequivocally a good thing. Yet many of these positions are undertaken in precarious circumstances, with inherent risks that could make them unattractive to men.

High-profile examples illustrate this model. Sarah Mullally, the new Archbishop of Canterbury and the first female leader of the Church of England, enters a landscape marred by scandal. Sanae Takaichi became Japan’s first female prime minister, but the fourth in five years. She inherits a stagnant economy, record inflation and a declining population.

Carly Fiorina became CEO of Hewlett-Packard when the tech bubble burst. And Mary Barra took over as CEO of General Motors shortly before a major car recall. In the UK, politicians like Conservative leader Kemi Badenoch have also taken on leading roles during periods of heightened risk.

Twenty years ago, this phenomenon was called a “glass cliff”. It highlighted a trend where women are more likely than men to move into leadership positions during times of crisis.

But the perspectives of women leaders and those navigating precarious organizations are rarely examined. Our study conducted in-depth interviews with 33 women in leadership positions in 2023 and 2024. Our goal was to explore the motivations behind appointing women to high-risk leadership positions and the strategies women use to address challenges once in office.

The study found that women are often selected because of their distinctive leadership style and ability to manage crises. Early in their careers, women may be asked to lead organizations in difficulty (so-called “basket cases”). Yet by focusing on collaboration and consensus and abandoning selfishness, they can often turn around precarious situations.

A woman who has chaired boards of directors told us: “Women often find themselves in desperate situations because they will often be more supportive, attentive and caring. They are better able to adapt to this environment. »

The key to this is a combination of intuition, humility and the ability to manage colleagues and associates. We found that in organizations facing scandals, inefficiency or poor financial management, women leaders often focus on people aspects rather than just operational factors.

Study participants consistently emphasized that soft skills (such as empathy, communication, and the ability to bring people together) are essential to managing risky environments. They believe that women often excel in these areas. For example, Mullally cited her experience as an oncology nurse as providing a strong foundation for managing the challenges facing the Church of England.

Why go there?

Our study also explored why women accept these precarious roles. Early in their career, the opportunity to lead a large organization can be attractive, offering a sense of purpose and fulfillment, even if the organization is in crisis.

But with experience, women become more discerning about accepting leadership positions. The study highlights that precarious appointments carry increased reputational risks, as women are held to higher standards (in the media, for example) than men.

One participant told us: “When a man fails or makes a mistake… it is the man who has failed; “he” had no ethics. When a woman does it, it’s like, “Well, women.”

The study also highlights the importance of networks, mentoring and alliances. Women leaders recommend having trusted advisors and mentors who can provide them with advice, support and ideas when facing challenges. Some noted that operational challenges are a normal part of leadership.

But women should think carefully before accepting a leadership role where problems with integrity or governance, for example, are more entrenched. As one participant in our study noted, “Don’t let challenges discourage you if you believe you can lead effectively. But when structural or ethical challenges exist…leaders must evaluate them carefully.

A mixed blessing

The conventional wisdom is that women are offered precarious roles because they are seen as replaceable. But beyond that, our study identifies alternative reasons.

Generally speaking, women’s ability to manage chaos, exercise egoless leadership, and encourage collective decision-making often makes them attractive candidates. Looking at it this way, the conversation shifts from victimhood to empowerment. This suggests that women are not just occupying high-risk positions, but are being chosen for their leadership strengths.

The findings also have implications for strategy and talent management within organizations, which should recognize the specific skills that women can bring to complex, high-risk leadership scenarios.

Organizations can benefit from ensuring that women in demanding leadership positions receive the appropriate support and resources, and that expectations are realistic.

At the same time, women leaders must strike a balance between ambition and prudence. Although challenging roles provide opportunities for development and recognition, taking on a role that does not align with a woman’s values ​​or lacks sufficient due diligence can carry high professional risks.

Study participants recommend rigorous negotiation and careful evaluation of potential outcomes before accepting leadership positions. When leaders align their expertise and values ​​with the needs of the organization, they can turn crises into opportunities for growth. This is based on our finding that women, before accepting precarious leadership roles, do their due diligence, consider the pros and cons, and negotiate.

Women in leadership positions are increasingly seen at the helm during organizational turmoil. Although these roles carry higher risks, they also provide opportunities to demonstrate capabilities, build reputation, and improve an organization’s culture.

Rather than a poisoned chalice, these opportunities can be framed as a mixed blessing. Challenges, if addressed well, highlight and leverage women’s distinctive leadership styles. Women can lead organizations through uncertainty while redefining perceptions of leadership and expanding opportunities for women in the future.

This article is republished from The Conversation under a Creative Commons license. Read the original article.