Research has shown that the project management field is male dominated and that female project managers occupy less leadership positions. This paper highlights the implications of the glass ceiling phenomenon in project delivery, social value of projects and project value. Breaking the glass ceiling (1) advances organizational performance (2) is facilitated using diversity practises which in their turn are strongly interrelated with social values and (3) relates to commitment of leaders to social values. The research problem lies on the fact that despite female leaders show significant advantages in management practices and contribute positively to social values, women in project management face challenges in climbing the corporate ladder. This paper investigates the impact of the glass ceiling phenomenon on project delivery, before finally examining the ways in which this phenomenon can erode social value.
Research design is addressed through qualitative research with the use of in-depth interviews with sixteen experienced project managers.
Findings exhibit that non-promoting capable female project managers in leadership positions affects (1) project delivery (2) social value of projects and (3) project value negatively and that the inherently short-term nature of projects creates a distinction with the general management field as in projects time is usually not enough to understand the rules of the game so as to have a helpful tool to break the glass ceiling.
Research on glass ceiling effect in project management is of concern because of issues like gender equality or because many projects are challenged or fail and one of the causes maybe the glass ceiling phenomenon.
