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The term glass ceiling is a metaphor used to describe the invisible barrier that prevents women from moving into the highest levels of leadership in organizations. The term began to be used regularly in published media in the 1980s and has been used ever since to describe the lack of women in upper management and executive positions.

In the United States, the Civil Rights Act of 1964 made discrimination on the basis of sex illegal, and several subsequent policies in the interim 50 years have further attempted to level the playing field for men and women in the labor force (e.g., the Pregnancy Discrimination Act, sexual harassment laws, and the Family and Medical Leave Act). During this time period, most other developed countries passed similar laws against discrimination on the basis of sex.

As a result, women have become an increasing percentage of the paid workforce around the world, and their numbers in upper levels of organizational leadership have also increased. Yet, their representation in leadership is not as high as their overall participation in the workforce, and this is especially true at the most senior levels. For example, at the beginning of 2012, women made up approximately 14 percent of the executives within Fortune 500 companies and represented .6 percent of the chief executive officers of these companies.

Much research has been done to determine why there is a differential between men and women in executive-level representation, and although there is no consensus, several different explanations have emerged, focusing on explicit discrimination, perceptual biases, family demands, and women's behaviors.

Discrimination and Perceptual Biases

Although sex discrimination has been outlawed in virtually all developed countries, there is evidence that it still plays a role in both selection and promotion. Studies in which people are given résumés or descriptions of a theoretical employee's performance have found that even with identical backgrounds or performance, those with male names are more likely to get hired and are rated more highly than those with female names. In controlled experiments where female and male actors give the exact same speech, the speed has been rated more positively when given by the male actor. Studies in the sciences examining grant application success rates have shown that women need to have significantly higher research productivity than men in order to have the same likelihood of being awarded grant support. A variety of evidence suggests that women need to perform better than their male peers in order to get the same level of opportunities.

Most people would not like to think that they are acting in a discriminatory way, yet research suggests that many people discriminate. One reason for this may be that unconscious perceptual biases related to gender stereotypes prevent people from fairly evaluating others. Gender stereotypes of women hold that they are relational, nurturing, helpful, and kind, whereas stereotypes of men suggest that they are assertive, competitive, self-reliant, and ambitious. Collectively, stereotypes of women are characterized as “communal,” whereas stereotypes of men are characterized as “agentic.” Agentic traits are more likely than communal traits to be associated with leadership. Women who express agentic traits are frequently viewed as “unladylike,” or worse, so women who aspire to leadership often experience a double bind: They can act in a way that is consistent with the demands of gender stereotype but are unlikely to be noticed for a leadership position, or they can act in way that is consistent with leadership perceptions, but inconsistent with the stereotype of their gender, resulting in negative evaluations of them as people.

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