A Conversation about Navigating the Glass Cliff in Corporate Leadership

This research examines the glass cliff phenomenon, which describes how women and racial or ethnic minorities are disproportionately appointed to precarious leadership roles during organizational crises. It reviews two decades of mixed academic research, experimental findings, and recent corporate controversies—such as a high-profile debate involving a McKinsey partner—to evaluate the prevalence and drivers of these high-risk assignments. The research highlights the negative organizational and individual consequences of such appointments, including heightened scrutiny, shorter tenures, and unfair performance attribution. To mitigate these issues, the author outlines five evidence-based board responses, ranging from transparent due diligence and early succession pipelines to proper resourcing and objective evaluations. Ultimately, the research argues that boards must establish long-term governance disciplines and foster evidence-first cultures to set all turnaround leaders up for sustainable success.