Why women land top jobs in struggling organisations – they may just be better in a crisis

Women are increasingly occupying top leadership roles across organisations, political parties and even nations. This may seem unequivocally like a good thing. Yet, many of these roles are undertaken in precarious circumstances, with inherent risks that might make them unattractive to men.

High-profile examples illustrate this pattern. Sarah Mullally^[1], the incoming Archbishop of Canterbury and first female leader of the Church of England, steps into a landscape marred by scandal^[2]. Sanae Takaichi^[3] has become Japan’s first female prime minister – albeit the fourth PM in five years. She inherits a stagnant economy, record inflation and a declining population.

Carly Fiorina^[4] became CEO of Hewlett-Packard during the bursting of the tech bubble. And Mary Barra^[5] took over as CEO of General Motors shortly before a major car recall. In the UK, politicians like Conservative leader Kemi Badenoch^[6] have also assumed high-profile roles during periods of heightened risk.

Two decades ago, this phenomenon was labelled the “glass cliff”^[7]. It highlighted a pattern where women are more likely than men to be placed in leadership positions during times of crisis.

But the perspectives of women leaders and those navigating organisations in precarious situations are rarely examined. Our study^[8] conducted in-depth interviews with 33 women in senior leadership positions in 2023 and 2024. Our goal was to explore the motivations behind appointing women to high-risk leadership roles and the strategies the women use to navigate challenges once they’re in post.

The study revealed that women are often selected because of their distinctive leadership style and ability to manage crises. In their early careers, women may be invited to lead organisations in distress (so-called “basket cases”). Yet, by focusing on collaboration and consensus, and by ditching egotism, they can often turn around precarious situations.

One woman who chaired boards told us: “Women are often given basket cases because they will often be more supportive, better listeners and more nurturing. They’re better able to cope in that environment.”

Key to this is a combination of intuition, humility and an ability to manage colleagues and associates. We found that in organisations facing scandals, inefficiency or financial mismanagement, women leaders often focus on human aspects rather than just operational factors.

Study participants consistently emphasised that people skills (such as empathy, communication and the ability to unify people) are critical for managing risk-laden environments. They felt that women often excel in these areas. For instance, Mullally has cited her background^[9] as a cancer nurse as providing a strong foundation for managing the challenges that the Church of England is facing.

Why go there?

Our study also explored why women accept these precarious roles. Early in their careers, the opportunity to lead a major organisation can be compelling, offering a sense of purpose and fulfilment – even if the organisation is in crisis.

But with experience, women become more discerning about accepting leadership positions. The research highlights that precarious appointments carry heightened reputational risks, as women are held to stricter standards (in the media, for example) than men.

One participant told us: “When a man fails or makes an error … it’s the individual man who failed; ‘he’ had no ethics. When a woman does it, it’s like, ‘Ah well, women’.”

The study also underscores the importance of networks, mentoring and alliances. Women leaders recommend having trusted advisers and mentors who can provide guidance, support and insight as they face challenges. Some emphasised that operational challenges is a normal aspect of leadership.

But women should think carefully about accepting a leadership role where problems of integrity or governance, for example, are more entrenched. As one participant in our study noted: “Don’t let challenges deter you if you believe you can lead effectively. But when structural or ethical challenges exist … leaders must assess them carefully.”