Leading like a Lady :How to Shatter Glass Ceiling ?
1. Leading like a Lady : How to Shatter Glass Ceiling ?
* Nimisha Nandan.
Ph.D Scholar
Department of Public Administration and Policy Studies
Central University of Kerala, Kasaragod
Abstract : Climbing organizational ladder is a herculean task especially if you are wearing
high heels. The probability of being stuck in is high. In earlier times, mostly boys used to opt
for MBA. Now, the scenario is changed. However, this change is visible in business schools
only. If career were a long business school, women would be the undisputed Chief Executing
Officers. The unseen barrier that we called as glass ceiling exists in almost every organization.
It obstructs women to climb the corporate ladder irrespective of their education, skills and
achievements. Family responsibilities, Cultural barriers, lack of mentoring, gender stereotypes,
organizational politics, and lack of affordable childcare facilities are reasons for the glass
ceiling.
Networking is not a male-dominated game. It is seen that women are restricted from
networking either intentionally or due to some cultural barriers. Most of our organizations are
still practising western culture, which supports meeting over drinks. Instead of this if there is a
practice of meeting for breakfast or lunch, women also will be in a position to build contacts.
There should be a healthy organizational culture, which recognizes and celebrates gender
diversity. Organizations should offer flexible working hours, mentoring, child care facilities
and can conduct gender audit to shatter the glass ceiling. This paper investigates the
relationship between organizational culture and potential upward mobility of women.
Keywords: Glass Ceiling, Organizational Culture, Networking, Mentoring, Gender Audit,
Gender Diversity
Nandan, Nimisha. "Leading like a Lady: How to Shatter Glass Ceiling?". St.Aloysius College
(Autonomous), 4th
International Conference on Changing Business Landscape:
Implications for Management Education and Research, 2018, p. 25