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Perspectives on the Glass Ceiling in Indian Enterprises

Perspectives on the Glass Ceiling in Indian Enterprises
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Author(s): Rita Latha D’Couto (St. Joseph’s College for Women, India) and C. Ganesh (University of Kerala, India)
Copyright: 2013
Pages: 15
Source title: Enterprise Development in SMEs and Entrepreneurial Firms: Dynamic Processes
Source Author(s)/Editor(s): Nelson Oly Ndubisi (Griffith University, Australia) and Sonny Nwankwo (University of East London, UK)
DOI: 10.4018/978-1-4666-2952-3.ch016


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The genesis of the present study is from the widespread observation that only a small proportion of top level managerial positions in corporate organizations are occupied by women, both globally and in India. Although women are making their entry into the corporate arena in increasing numbers, with credentials equivalent to those of their male counterparts, they do not appear to be progressing to the ranks of senior management at comparable rates. It is felt that in their quest for career advancement and career success, women face hurdles which are not experienced by men. A glass ceiling, which can be conceptualized as a subtle barrier comprising attitudinal and cultural biases, appears to constrain the upward mobility of managerial women. This phenomenon of low representation of women in the highest echelons of management seems to be in sharp contrast with the trend highlighted in recent human resources management literature which views the management skills and leadership styles traditionally attributed to women as ideally suited to the needs of modern organizations. Hence, the present study was undertaken with the objective of exploring the various individual and organizational influences which serve to constrain their progress to positions of power and influence in corporate organizations.

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