Arete Volume 3 No 2 PDF of Arete

Αρετή (Arete) Journal of Excellence in Global Leadership | Volume 3, No. 2

career prospects by developing critical skills such as leadership, personal effectiveness, networking, work-life balance, prioritization, and time management.

Discussion, Limitations, Recommendations, and Conclusion

Discussion The results of this study offer valuable insights into the glass ceiling phenomenon affecting working women in China. The findings support all three proposed hypotheses, shedding light on the factors that shape women ’ s perceptions of the glass ceiling and the role of different success factors in overcoming it. H1 posited that there would be a descriptive difference in the perception of the glass ceiling between individuals in leadership positions and those who were not. The data supported this hypothesis. This suggests that once women break through the glass ceiling, they are more likely to perceive fewer obstacles, possibly due to increased opportunities, support systems, and more significant experience in navigating challenges. These findings align with previous research suggesting that access to leadership positions can alter perceptions of gender bias and organizational limitations (Eagly & Carli, 2007; Ragins & Sundstrom, 1989). H2 investigated whether individual, organizational, and sociocultural success factors were predictors of respondents' perceptions of women ’ s glass ceilings in their workplaces. The data also supported this hypothesis. The study found that all three success factors contributed to women ’ s perceptions of the workplace glass ceiling. Individual factors such as self-confidence, work-life balance, and networking abilities were identified as critical elements in advancing women ’ s careers. Organizational factors, such as supportive supervisors and gender inclusive policies, played a key role in shaping women ’ s perceptions of their career prospects. Sociocultural factors, including evolving attitudes towards gender roles and supporting systems, were also influential in determining whether women felt they could overcome the glass ceiling. These findings align with literature on individual resilience, organizational support, and changing societal norms in addressing the glass ceiling (Ely & Meyerson, 2000; Powell, 2018). For example, Ibarra et al. (2013) argued that combining personal agency and supportive organizational cultures was vital for women ’ s career success and ability to shatter the glass ceiling. H3 hypothesized that women in leadership positions considered organizational factors more salient than individual or sociocultural factors for career women to break the glass ceiling. The data also supported this hypothesis. While individual and sociocultural factors were acknowledged, organizational factors were seen as the most influential in helping women advance to leadership positions. This aligns with previous research highlighting the significance of organizational structures and policies in advancing women's careers (Davidson & Burke, 2011; Ely & Meyerson, 2000; Kanter, 1977; Littman, 2009). For example, Ely & Meyerson (2000) proposed assessing and revising organizational culture to

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