Empathy

We have articulated that people's perception of women's empathy affects their decisions to hire women leaders for risky positions. We examined this conundrum by setting aside some known and valid discriminatory causes for glass cliffs to reveal a more basic reason explaining why women leaders tend to be chosen to handle conflict, one rooted in a Darwinian heritage. In the first place, our work contributes to theoretical development. By discussing evolutionary and cultural processes in the same breath, we hope to have succeeded in portraying a more complete model of human interaction. This convergence of approaches also has reciprocal benefits, namely that social psychology models can complement biological mechanisms that support socialized behaviors, with the end result being the generation of new hypotheses. Our work is also relevant for practitioners. First, an important reason why women are appointed to glass cliff positions remains unknown, and any anti-discriminatory legislation that is pursued will fall short of achieving its goal if the source of bias is not determined. Second, understanding implicit theories about women ought to reduce discriminatory biases against other minority groups that are in the same predicament. Third, the glass cliff is believed to be partially responsible for reducing the tenure of women in executive positions due to burnout and stress. Leadership is itself a stressful endeavor so one can only imagine the stress incurred to lead an organization through a crisis. Therefore, a better understanding of the glass cliff could help protect women's psychological and physical health. Fourth, glass cliffs not only place women in positions where the likelihood of failure is high, but also contribute to the proliferation of stereotypes that tarnish their true leadership ability. Research has shown that decision makers view both women and minorities as less capable leaders than typical white males. As such, learning more about what gives rise to the glass cliff could be essential in eliminating such stereotypes. Finally, by making people aware of the their decision-making biases, one can aspire to combat them and give qualified applicants equal opportunities for leadership regardless of sex.