Women hold up the shattering sky? Performance feedback on multiple conflicting goals and women’s representation in top management teams in the public sector
Bibliographic Data
| ID | 6295396 |
|---|---|
| Authors | Ting Huang (0000-0003-4186-8714, School of Business and Management, Queen Mary University of London ,, corresponding author) |
| Year | 2024 |
| Volume | 34 |
| Issue | 4 |
| Pages | 515-531 |
| Publication date | 2024-10-04 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Public Administration Research and Theory (JOURNAL) |
| Journal identifiers | ISSN: 1053-1858 • E-ISSN: 1477-9803 |
| Publisher | Oxford University Press (OUP) (PUBLISHER) |
| DOI | 10.1093/jopart/muae016 |
| OpenAlex | W4401438888 |
| Language | EN |
| Citations received | 7 |
| References cited | 65 |
Previous research on the glass cliff phenomenon has primarily explored the impact of performance decline on women in leadership based on single objectives, overlooking the complexity of managing performance in the public sector. This study adopts a multigoal perspective to explore how performance feedback in a dual-goal scenario affects gender composition in top management teams (TMTs) in Chinese local governments. Drawing on behavioral theory, it differentiates between unambiguous and ambiguous feedback as two distinct types of organizational performance feedback, to test their influence on women’s proportion in TMTs. A unique data set covering 276 Chinese municipal governments from 2010 to 2018 was used to investigate how performance feedback on two conflicting objectives, economic growth and environmental protection pursued by Chinese local governments, affects women’s proportion in mayoral teams. Results from fractional logit regression suggest that unambiguous failure is positively associated with the proportion of women in TMTs. However, ambiguous performance feedback is negatively related to the proportion of women in TMTs. Implications for research on gender composition in the upper echelons and performance feedback on multiple objectives are discussed
Demographic economics · Econometrics · Economic growth · Economics · Glass ceiling · Logistic regression · Logit · Perspective (graphical · Political science · Public sector · Statistics · Computer Science · Gender Diversity and Inequality · Gender Politics and Representation · Mathematics · Psychology · Work-Family Balance Challenges
Long-run impacts of performance feedback
Performance feedback and policy diffusion
‘Profiting from at least one side’
When goals waltz together
Alleviating or aggravating? How patronage ties moderate the impacts of performance feedback on data manipulation in public performance management
Time Matters
From Presence to Policy
Organizational Learning from Performance Feedback
Gender Images in Public Administration
Promoting City Leaders
Political turnover and economic performance
Negativity Bias, Negativity Dominance, and Contagion
Performance feedback, blame avoidance, and data manipulation in the public sector
The adoption of e-Health in public hospitals. Unfolding the gender dimension of TMT and line managers
Separating symbolic and active representation
Description and Prescription
Ambiguity in public sector performance measurement
Getting on top of the glass cliff
One-vote veto
Think manager—think male
Career Advancement
Some Ceilings Have More Cracks
Top managers in public organizations
Careers of women public managers
Public Managers in the States
The Right Mix? Gender Diversity in Top Management Teams and Financial Performance
Gender and Emotional Labor in Public Organizations
How Do Public Managers Learn from Performance Information? Experimental Evidence on Problem Focus, Innovative Search, and Change
Is There a Glass Cliff in Local Government Management? Examining the Hiring and Departure of Women
Target‐setting, political incentives, and the tricky trade‐off between economic development and environmental protection
Double standards? How historical and political aspiration levels guide managerial performance information use
How local governments prioritize multiple conflicting goals
Does leadership gender representativeness improve policy outcomes? Evidence from local governments in China
Breaking the glass ceiling, but facing a glass cliff? The role of organizational decline in women's representation in leadership positions in Dutch civil service organizations
A behavioral view on responsibility attribution in multi‐level governance
Learning From Performance Feedback
Goal Ambiguity and Organizational Performance in U.S. Federal Agencies
Search in Response to Negative Performance Feedback
Target Interactions and Target Aspiration Level Adaptation
Gendered Networking
Feminine leadership and juvenile justice outcomes
Interpreting Performance Information
Performance and Management in the Public Sector
Successful Problem Solvers? Managerial Performance Information Use to Improve Low Organizational Performance
Honor List” and “Shame Roll
A Behavioral Model of Public Organizations
From Glass Ceiling to Glass Cliff
Performance information and issue prioritization by political and managerial decision-makers
Inside the Black Box of Organizational Life
The who, when, and why of the glass cliff phenomenon
SWS 2016 Feminist Lecture
| Unique citing works | 7 |
|---|---|
| Citations per year | 7 |
| Citation span | 2025 - 2026 (2) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 7 |