Young Women, “Glass Ceiling”, and Strategies to Face Crystal Walls

Abstract

Although the inequalities known as the “glass ceiling” are not a recent phenomenon in society, research addressing their effects still is. Studies show that scientists' interest in this type of inequality has been in evidence since the 1990s. Although research on mature women within organizations and the barriers posed by the “glass ceiling” effects are on the rise, there is still a theoretical gap about the obstacles young women, between 21 and 30 years old face. Based on qualitative research, carried out through semi-structured interviews with this group, we show that the “glass ceiling” and “crystal wall” effects can be felt even at the beginning of the career. Professional barriers, such as lack of experience, intensify gender inequalities and age discrimination in the selection process for internship or hiring. We conclude that young women adopt credibility strategies to deal with these difficulties.

Women in high leadership positions at the Central Bank of Brazil

“…When asked about the reasons for this gender difference in the occupation of high leadership positions, the men ascribed it to beliefs and taboos that persist in Brazilian society: women were supposedly more committed to family and child care; men supposedly had greater ease with leadership positions, since women supposedly had less disposition to fight for high command positions; society's patriarchal structure did not foster women's advancement; husbands' refusal to accompany them if a change of city was necessary for taking on a leadership position; and the non-existence of targets for leadership positions by gender (Enap, 2006). This set of accounts resonates into what we will debate in the next section on the theoretical empirical framework, about the question of gender stereotypes (Beltramini et al, 2022;Nganga et al, 2023) as barriers to women's career advancement.…”

“…The "glass ceiling" metaphor is an allusion to the idea that while women and other minorities in organizations are able to see and map high leadership positions that they could occupy given their professional competencies, this ascension is restricted and occurs in a smaller scale compared to their male peers (Abreu & Meirelles, 2012;Cotter et al, 2001). The invisible barrier, made of glass, blocks their ascension, even though they can see where they could be within the corporate structure (Beltramini et al, 2022;Freitas, 2015;Irigaray & Vergara, 2009;Tanure et al, 2006;Teixeira et al, 2021 Numerous studies have looked into the metaphor and sought evidence demonstrating the existence of this barrier that prevents female advancement to high leadership, in addition to identifying the factors at play in the perpetuation of this barrier to women's professional ascension within organizations (Morley, 2007;Nganga et al, 2023;Wrigley, 2009;Zhuge et al, 2011; to name a few). Female underrepresentation in strategic sectors of all industries and spaces of power, both in the public and private sector, in academe, sports and even gastronomy, are just a few examples of the ways in which the glass ceiling impacts women's professional life (Biroli, 2010;Fragale et al, 2015;Goellner & Kessler, 2018;Haddaji et al, 2017;Maia, 2016;Miguel & Biroli, 2010).…”

“…What is observed is that the absence of women at the top of organizations is perceived in all industries, which can be an indication that, despite the level of educational and professional qualification, the gender issue is still decisive in filling positions at high hierarchical levels in organizations. Where women manage to break the organizational glass ceiling, advancing to high leadership positions, this process tends to reveal that, in this access, women are faced with a series of contradictions of occupational roles, the organization's expectations, and perceptions (by peers, work colleagues and even themselves) that challenge the validity of their occupation of high leadership positions (Beltramini et al, 2022;Nogueira, 2006). In other words, the glass ceiling metaphor seems too simple a concept to explain the set of difficulties facing women in their professional paths (Nganga et al, 2023;Stamper & McGowan, 2022).…”

“…While men follow a more linear ascension course which eventually leads them to high leadership positions, women deal with more frequent obstacles that inhibit their professional progression, in this case, particularly obstacles associated with gender stereotypes (Teixeira et al, 2021). One example is the assimilation, when selecting career progression candidates, that women are supposedly more susceptible to incompatibility with occupying a high leadership position, as this would compromise motherhood (Abreu & Meirelles, 2012;Beltramini et al, 2022;Samuelson et al, 2019).…”

Ageísmo na Carreira Acadêmica: um estudo com professores universitários

“…Loth e Silveira (2014) concluíram que, por mais que o envelhecente relate que não compactua ou realiza práticas discriminatórias direcionadas às pessoas mais velhas, ao compartilhar certos estereótipos sobre velhice e envelhecimento, está contribuindo para perpetuar o ageísmo. De outra parte, há estudos que apontam que "[…] chefes mais velhos não entendem o jeito que quem é mais novo trabalha e não conseguem ajudar a pessoa a se desenvolver da melhor maneira" (Beltramini, Cepellos;Pereira, 2020).…”