Leading while female: Analyzing women CEOs’ post‐appointment trajectory

Abstract Objective Women leaders continue to be in the minority as corporate CEOs. Despite efforts to highlight the benefits of leadership diversity, fewer than 10 percent of CEO positions within U.S. public corporations are held by women. This study draws on the theory of gendered organizations and token theory to explore challenges women CEOs face that may inhibit their leadership trajectories and contribute to the dearth of women CEOs. We build upon and extend recent research on the leadership trajectory of women CEOs post‐appointment. Methods We test whether women CEOs have shorter tenures and heightened vulnerability to dismissal relative to men CEOs, and whether women's risk of dismissal is exacerbated by the glass cliff. Our data draw from a large sample of firms in the Russell 3000 index from 2016 to 2022. Results We find that compared to men CEOs, women enjoy shorter tenures and face a higher likelihood of being dismissed involuntarily. This gender gap in dismissal risk is further exacerbated when women are appointed during times of weak organizational performance (i.e., the “glass cliff”). Conclusion We discuss the implications of our findings for theory and practice on gender inequality in organizations and research on the glass cliff.