Women are increasingly occupying top leadership roles across organisations, political parties and even nations. This may seem unequivocally like a good thing. Yet, many of these roles are undertaken in precarious circumstances, with inherent risks that might make them unattractive to men.
High-profile examples illustrate this pattern. Sarah Mullally, the incoming Archbishop of Canterbury and first female leader of the Church of England, steps into a landscape marred by scandal. Sanae Takaichi has become Japan’s first female prime minister – albeit the fourth PM in five years. She inherits a stagnant economy, record inflation and a declining population.
Carly Fiorina became CEO of Hewlett-Packard during the bursting of the tech bubble. And Mary Barra took over as CEO of General Motors shortly before a major car recall. In the UK, politicians like Conservative leader Kemi Badenoch have also assumed high-profile roles during periods of heightened risk.
