The rise in women’s participation in the workforce and their increasing presence in management roles are regarded as significant developments in terms of gender equality. However, the increase in women’s access to leadership positions does not indicate that inequalities within organisations have been completely eradicated. Research conducted in recent years has revealed that women experience different challenges not only in the process of reaching senior management positions but also in terms of the conditions under which they are appointed to these roles. In this context, the ‘glass cliff’ phenomenon refers to the tendency for women to be appointed to leadership positions particularly during periods of organisational crisis, uncertainty and high risk of failure.

This section examines the emergence of the glass cliff concept, its theoretical foundations and development process. Furthermore, its connection to related concepts such as the glass ceiling, glass escalator, glass elevator (glass lift), glass labyrinth, and queen bee syndrome; and the individual, organisational and societal factors influencing the emergence of the glass cliff have been evaluated. Furthermore, by reviewing research conducted in both national and international literature, current findings and debates regarding the glass cliff phenomenon are presented. The studies examined demonstrate that the mere representation of women in leadership positions is not, in itself, an indicator of equality; rather, the conditions under which they are appointed to these positions and how they are evaluated are also significant. In conclusion, the glass cliff is regarded as one of the significant manifestations of gender inequality in the workplace, which persists today in more subtle forms.