Is There a Glass Cliff in Local Government Management? Examining the Hiring and Departure of Women

Abstract

Women are underrepresented in public sector leadership positions, including municipal management. We examine one explanation that may contribute to gender inequity in the profession-a "glass cliff " phenomenon whereby councils are more likely to hire women as managers during difficult times, increasing the likelihood for women to fail in the position. Using original observational data on municipal managers in Florida, we test whether municipalities are more likely to hire women during times of fiscal stress and whether women are more likely than men to leave the position if municipal finances do not improve. Our results show that increasing budget deficits are associated with municipalities hiring women as managers. Post-appointment, a lack of improvement in the deficit condition is associated with a higher probability of women, but not men, leaving the position. A glass cliff in municipal management could be one factor that hinders women from advancing within the field. Evidence for Practice• Municipalities are more likely to hire women as managers when faced with increasing budget deficits.• When deficit conditions fail to improve post-appointment, women have a higher probability than men of leaving the position. • The glass cliff may be one barrier to women's advancement in the field of municipal management, as a woman who faces a glass cliff may find it more difficult to reach top leadership positions again due to harm to her professional reputation. • Objective evaluation metrics that benchmark the assessment of managers to the organizational condition and trends at the time of hire may be useful for scholars and practitioners alike in mitigating gender biases in municipal personnel decisions. W omen are underrepresented in leadership positions across the public sector (Alkadry, Bishu, and Bruns Ali 2019; Bowling and Beehr 2006; DeHart-Davis et al. 2020; Riccucci 2009), despite a clear and growing recognition that a gender-balanced public sector better represents and serves constituents (DeHart-Davis et al. 2020). Women possess unique skills and perspectives conducive to innovation (Antil, Letourneau, and Cameron 2014), and can have better performance outcomes (Herring 2009). Increasing women's representation in top positions in public sector organizations improves perceived legitimacy and policy implementation (Meier and Nicholson-Crotty 2006; Wilkins and Keiser 2006). Gender balance in organizations may also lower instances of sexual harassment and increase job satisfaction (Antil, Letourneau, and Cameron 2014).

Reckoning With Race and Gender in Public Administration and Public Policy: A Substantive Social Equity Turn

“…Two papers focus on how women leaders fare in organizational cultures in public agencies where they are typically underrepresented in top leadership. Kate Yang, Laura Connolly, and Jennifer M. Connolly (2022) examine women leaders in local government. They examine one explanation that may contribute to gender inequity in the profession—a “glass cliff” phenomenon whereby city councils are more likely to hire women as managers during difficult times, increasing the likelihood for women to fail in the position.…”

Critical Factors for Women’s Representation in Top Management Leadership Positions in Local Government

“…Moreover, examining the issue of women's representation in public sector leadership is important considering several studies have found that a small number of women can achieve public leadership positions (Evans & Maley, 2021;Yang et al, 2022). In addition, many studies have shown women's superiority in leadership aspects compared to men due to their feminist abilities in service and the emotional strengthening of their subordinates.…”