The phrase ‘glass ceiling’ has been part of the workplace lexicon for decades, highlighting the invisible barriers women and minorities face when climbing the corporate ladder. But in recent years, a new term has entered the conversation: the ‘glass cliff’. In Australia, this phenomenon is gaining attention as more women and people from underrepresented groups are promoted to high-stakes roles—often when companies are in crisis. Is it progress, or just a new kind of peril?
What Is the Glass Cliff? Understanding the Concept
Coined by British researchers Michelle Ryan and Alex Haslam in 2005, the ‘glass cliff’ describes the tendency for women and minorities to be appointed to leadership positions during periods of crisis or downturn—when the risk of failure is highest. Unlike the glass ceiling, which blocks access to the top, the glass cliff puts leaders in precarious situations once they break through.
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Timing matters: Appointments often occur after poor company performance, scandals, or during restructuring.
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Visibility and scrutiny: Leaders on the glass cliff are under intense scrutiny and may be blamed for problems they didn’t create.
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Reputational risk: Failing in these roles can reinforce negative stereotypes and hinder future opportunities for both individuals and their communities.
This pattern has been observed in Australian boardrooms, government, and the nonprofit sector, sparking debate about whether such promotions are genuine progress or a set-up for failure.
Latest Research: The Glass Cliff in 2026
Recent studies continue to confirm the glass cliff’s persistence, with fresh Australian data illuminating its nuances:
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ASX 200 trends: A 2024 KPMG report found that women were 36% more likely than men to be appointed CEO during company downturns among the ASX 200, a figure that has held steady into early 2026.
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Sector breakdown: The phenomenon is especially prominent in banking, aged care, and government-linked organisations, where public scrutiny is high.
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Intersectionality: Women of colour and LGBTIQ+ leaders are even more likely to be appointed during times of crisis, according to Diversity Council Australia’s 2026 workplace analysis.
Why does it happen? Researchers point to several causes:
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Stereotypes: Women are often viewed as better crisis managers or ‘clean-up’ leaders.
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Risk shifting: Boards may feel more comfortable risking reputational fallout with a ‘diversity’ appointment when odds of success are slim.
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Lack of support: These leaders often inherit dysfunctional teams, shrinking budgets, or legacy problems without adequate backing.
One recent example: In 2024, the appointment of an Indigenous woman to lead a major state-owned utility was celebrated as a breakthrough. Yet, she stepped in amid regulatory investigations, mass layoffs, and a collapsing share price. Within six months, she faced public criticism for inherited issues and ultimately resigned—echoing the classic glass cliff trajectory.
Glass Cliff vs. Glass Ceiling: What’s the Difference?
While both terms describe barriers for women and minorities, their nature—and impact—are distinct:
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Glass ceiling: Refers to the invisible, systemic barriers that prevent qualified candidates from reaching top leadership roles.
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Glass cliff: Describes the precarious, high-risk positions offered to those who do break through—often setting them up for failure.
In practical terms, the glass ceiling keeps talent out. The glass cliff lets them in, but under the worst circumstances. The 2026 debate in Australia is shifting from just ‘getting a seat at the table’ to ensuring that the table isn’t on fire when they arrive.
Australian Responses and What Comes Next
As awareness of the glass cliff grows, Australian businesses and policymakers are taking steps to address it:
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Board training: The Australian Institute of Company Directors has introduced mandatory training on unconscious bias and crisis leadership for boards in 2026.
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Transparency: More companies are publishing leadership succession data and performance metrics to monitor when and how women and minorities are promoted.
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Support structures: Forward-thinking firms now provide executive coaching, crisis management resources, and mentorship to new leaders, especially those appointed in turbulent times.
Still, experts caution that meaningful change requires not just opening doors, but ensuring fair conditions once inside. True progress will mean women and minorities are not just crisis fixers, but also trusted to lead in times of growth and stability.