Post your analysis of the case study, specifically the factors related to effective leadership within a global, virtual organization. In your analysis, be sure to address the following questions:

Eleanor W ilson, M A

Abstract: A reference to the term, the glass ceiling, has come to embody more than gender equality among women and men. Today the term embraces the quest o f all minorities and their journey towards equality in the workplace. The purpose o f this article is to bring attention to the subject o f diversity, culture, ana the glass ceiling. The article will discuss the history o f the glass ceiling and how its broadened meaning is relevant in today's workplace. It will also provide statistics showing how diversity and culture are lacking among the top echelon of today's executives, the barriers faced by minorities as they journey towards executive leadership, and how to overcome these barriers to truly shatter the glass ceiling.

Key Words: Diversity, Culture, Glass Ceiling

D iversity, C ulture a n d the G lass C eiling

The diversity and cultures that flourish to today's society gives credence to the long held belief that the United States is a "melting pot" of ethnic cultures. The diversity of these cultures abounds

in families; communities; and private and public organizations, and benefits our society with cultural awareness and engagement; decreased stereotyping and lower levels of ethnocentrism; and higher levels of community service (Distelhorst, 2007).

In a perfect world the issues of diversity and culture would not hinder anyone's goal of becoming an executive leader. However, diversity and culture continue to be challenging issues within the executive ranks of corporate America. Although the United States has been witness to major advances in diversity and cultural awareness and acceptance, the board rooms of corporate America continue to lack culturally diverse individuals whose hiring will prove the glass ceiling has once and for all been shattered.

The purpose of this article is to define diversity and culture and to discuss the phenomenon of the glass ceiling, its history, whether it is a reality or myth, its broadened meaning, and how it is relevant in today's corporations. Statistics will show how diversity and culture continue to be lacking at the top levels of executive leadership roles of corporate

Eleanor Wilson, MA, Gonzaga University, Candidate for MA in Organization Leadership, Spring 2010 and Servant Leadership Certification, Spring 2009. Ms. Wilson may be reached at: [email protected]. 206-323- 5721

America. In order to improve these statistics, the author will offer discussion on the barriers to success that minorities face, and will provide strategies for individual success as wells as strategies for managing diversity and culture within an organization. Finally, the author will offer suggestions for further research and opportunities for overcoming barriers and truly shattering the glass ceiling.

DEFINITIONS Diversity

Diversity is defined by Merriam Webster Online Dictionary (2010) as "the condition of being diverse: variety, especially the inclusion of (diverse) people (as people of different races or cultures) in a group or organization". Basically diversity means variety, and the benefits of having diversity within corporations can include increased productivity and profitability, cultural awareness, greater equity, less segregation and stereotyping, decreased litigation and harassment complaints, improved employee engagement, and personal effectiveness (Distelnorst, 2007). In striving for these benefits, it is in a corporation's best interest to commit to diversity within its executive level management.

Cultural diversity can provide a corporation with a competitive edge simply by the differences it brings to a group.

Research clearly shows that if a group made up of people different from each other has, or can acquire, intercul- tural competence skills they can, and do, significantly outperform groups made of individuals more similar to each other... Groups of similar people tend to come

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together more quickly than diverse groups but then peak out at an average level of performance. Tins is because they do not have the 'raw material' of difference that provides the creative tension that leads to innovations and synergy (Distelhorst, 2007, p. 3).

Just as diverse groups are fueled by the many differences among them, so too are the definitions of culture.

Culture There is no one definition of culture. Culture

is much more than the color of one's skin and can include: nationality, ethnicity, geographic area, gender, socioeconomic class, education level, religion, age and/or generation, physical ability, industry type, organizational, and even departmental and/or professional differences (Distelhorst, 2007). "Culture is simply the set of values, attitudes, and beliefs shared by such a group, which sets the standards of behavior required for continued acceptance and successful participation in that group" (Scarborough, 1998, p. 2). Due to the fact that culture can encompass different things for different people, there are instances where cultural differences may not be blatantly apparent. However, this does not give justification to any belief that cultural diversity is not important.

Culture in and of itself should not be the deciding factor as to who succeeds to an executive level position; however, it should in no way hinder the advancement of culturally diverse minorities. This hindrance would be yet another reference to the glass ceiling that minorities have spent decades trying to break through. Minorities have historically been victims of negative stereotypes and other barriers that had kept them on the outside of executive level leadership positions in corporate America. The barrier most referred to in this situation is known as the glass ceiling.

The G lass C eilin g Originally the term the glass ceiling was coined

by Hymowitz and Schellhardt in a Wall Street Journal report in 1986 to represent the barriers that women who attempted ana aspired to senior management positions faced (Lockwood, 2004). The glass ceiling was not something that could be found in any corporate manual or even discussed at a business meeting; it was originally introduced as an invisible, covert, and unspoken phenomenon that existed to keep executive level leadership positions in the hands of Caucasian males.

Once the phenomenon was recognized by society a campaign to change corporate America was underway. Women dedicated themselves to breaking down the barriers that were believed to be blocking their entrance into the executive suite. As women progressed within the workforce the term glass ceiling began to take on a much larger meaning. After decades o f referring only to women, the glass ceiling has now come to represent the barriers that all minorities face in a quest for executive leadership positions. In order to educate society about the issues of the diversity, culture, and the glass ceiling within corporate America there are many lessons to be learned through many avenues, but especially through literature.

LITERATURE REVIEW Good Is Not Enough and Other Unwritten Rules for

Minority Professionals was written by Keith R. Wyche (2008) and dealt with the struggles that minority

individuals may have encountered within the corporate world. Wyche (2008) explained that corporate culture was critical to the business world and the reputations that companies carry. "It is important for aspiring

rofessionals to understand that companies have a usiness reputation as well as a manner in which they

do business" (p. 7). A business's reputation may not only affect its success, it also may affect its ability to attract and retain a qualified, genuine, and diverse workforce. Within every corporate culture, career advancement is a foremost concern for most of its team members. However, for minority team member's career advancement was a common concern and one that required an understanding of how to navigate corporate culture (Wyche, 2008). Wyche (2008) used the analogy of team sports throughout his book as examples for understanding corporate cultures.

You should do your best to understand the culture, but never enter an organization expecting to change it. Get in, learn the rules, get to know the players, follow the instruction of the coaches, then go on to be the Most Valuable Player! (Wyche, 2008, p. 28).

Wyche (2008) conceded that Corporate America had opened its doors to minorities, but also admitted that, what he referred to as the cement ceiling, was still thick and the competition brutal; which required minorities to realize that good was not enough. Other unwritten rules abound in regards to minorities breaking through the glass ceiling, including: pivotal perceptions, being visible, knowing and accepting when changes are needed, recognizing career killers, being more prepared than others, becoming a lifelong learner, recognizing the skills leaders need and keeping these skills current, seeking out mentors and support, possessing a strong sense of social responsibility, and a strong dedication to not give up.

While it is important for every executive leader to learn from these unwritten rules, it is even more important for minorities to learn from, and follow, these rules. Other required skills included "effective communication and presentation skills, analytical thinking and problem-solving skills, consensus­ building/ stakeholder management skills, solid financial acumen, and ability to execute" (Wyche, 2008, p. 110). As important as these skills are to all who aspired to become leaders, they are even more important to minority leaders. "Several executives emphasized that 'comfort' and trust building skills were more critical to minorities and women in overcoming barriers of being different" (Wyche, 2008, p. 124). There is, however, another belief that no member of a minority group should ever be required to compromise his or her values, beliefs, or convictions in order to fit in with the dominant group.

The final message of Wyche's (2008) book was the importance of not giving up. As a minority himself, Wyche shared his personal experiences during his rise into the ranks of executive leadership. The author's final words to his readers were full of encouragement and wisdom:

Never give up! While it sounds simple, most minority professwnals will tell you that working in corporate environments is anything but simple!...During your corporate career, you will experience failure!...Failure is inevitable!...It only becomes a reality when we let it define

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who we are...Never give up!...Never give up on your goals. ..Never give up on your dreams.. .Ana above all, never give up on yourself! (Wyche, 2008, pp, 226 - 227).

The Glass Ceiling: Fact or Myth? w as w ritten by Edrene M. Frazier (2005) and discussed the under representation of w om en and m inorities w ithin executive leadership roles in corporate America. The author identified factors such as recruiting, hiring, pay, prom otion practices, personal attitudes, and w om en's dual roles as the factors w hich m ay have contributed to the phenom enon of the glass ceiling. The article referred to several studies w hich supported the opinion that the glass ceiling did exist in reference to w om en and other minorities.

The article's m ain purpose w as to "create public awareness of the potential implications of glass ceiling practices on Am erica's future in the context of gender and racial equality in the workplace and in society" (Frazier, 2005, p. 1930). To provide a balanced review, Frazier's (2005) article also provided the view point of the glass ceiling as a m yth. This view point argued that the reasons w om en did not hold executive leadership positions w as due to their lack of education, experience, and m aturity (Frazier, 2005). This portion of the article also claimed that the discrepancies am ong male and female executives were the result of a w om an's choice to spend more time w ith her family and her choice to w ork fewer hours. Flowever, this portion of the article provided no inform ation on reasons for the lack of other m inority groups and their lack of representation in executive leadership positions. Frazier (2005) conceded that w om en have m ade small advances in breaking through the glass ceiling; however, the advances of other m inorities is still lacking. Therefore the glass ceiling is still in existence.

M uch of Frazier's w ork was based on the United States D epartm ent of L abor's Glass Ceiling Commission Report of 1995. The Com m ission's report stands as the m ost comprehensive study to date regarding the glass ceiling phenom enon. Once the Wall Street Journal p u t a nam e on the phenom enon, the wheels were set in m otion for further study and research. In 1991 U.S. D epartm ent of Labor Secretary Elizabeth Dole, and her successor, Secretary Lynn M artin, recognized and

ublicized the glass ceiling problem and issued the eport on the Glass Ceiling Initiative (U. S. D epartm ent of

Labor, 1995). The Initiative brought forth the bipartisan Glass Ceiling Commission, a tw enty-one m em ber comm ission whose m ission w as "to conduct a study and prepare recom m endations on 'elim inating artificial barriers to the advancem ent of w om en and m inorities' to 'm anagem ent and decision-m aking positions in business'" (U.S. D epartm ent of Labor, 1995). The 257 page final report has become one of the m ost vital pieces of literature in determ ining w hether the glass ceiling phenom enon is a m yth or a fact.

The study show ed that 43 percent of the Fortune 2000 workforce were Caucasian men, yet 95 percent of senior level m anagem ent positions were held by Caucasian m en (Frazier, 2005). Similar findings within the report found that 97 percent of senior m anagers of Fortune 500 com panies were Caucasian and m ostly men.

In short, the fact-finding report tells us that the world at the top of the corporate hierarchy does not yet look any­ thing like America. Two-thirds of our population and 57 percent of the working population is female, or minorities,

or both. Nor, ominously, does the population of today's executive suite resemble the workforce of America's future (U.S. Department of Labor, 1995, p. iv).

The w ide-spanning report provided an overview of the Com m ission m em bership and their scope of work, environm ental scan, strategic plans, glass ceiling barriers, strengths and weaknesses, business im peratives and opportunities, and provided extensive evidence that the glass ceiling does indeed exist.

Glass Ceiling Myth: Reality is Women Make Different Choices was an article w ritten by Linda Chavez in 1995 (Chavez, 1995). The article discussed the U. S. D epartm ent of Labor's Glass Ceiling Report and offers the opinion that:

it's a fascinating thesis and almost entirely wrong. The report laments that only 5% of senior managers of For­ tune 2000 industrial and service companies are women... What the report doesn't show is that women often make different choices than those men make, choices that pro­ foundly affect their careers but which don't constitute discrimination (Chavez, 1995, p. 1).

The author also discussed her personal experiences and decisions to give up high-paying, prestigious career opportunities in favor of her familial duties. Decisions regarding one's family are extremely personal and Chavez offered these final w ords, "It sounds like shattering through that 'glass ceiling' risks deep cuts into a w om an's personal life that m any of us w ould rather forgo. D on't call us victims. We've set different priorities and experienced different rew ards" (Chavez, 1995, p. 2).

Minority Rules, Turn Your Ethnicity Into A Competitive Edge was w ritten by Kenneth Arroyo Roldan and Gary Stern (2006) to discuss m inorities and corporate America. Roldan & Stern (2006) conceded the fact that w e do not live in a perfect w orld and gave a dose of the harsh reality that m inorities are not psychologically or culturally prepared for corporate careers. To rem edy this, the authors offered a six step plan for m inorities to prepare for the corporate world.

Roldan & Stern (2006) offered the opinion that corporate success does not happen by itself, it is planned, focused, and targeted.

For minority employees, who face stiff competition from their majority counterparts who may be better connected and hail from the right schools, if means overcoming all of the hurdles that come with growing up African American, Latino, Asian, female, and 'different' in the United States (p. 1).

Taking the time to form ulate a focused and targeted plan is im portant for anyone w anting to break into corporate America; however, it is even more im portant, an a necessary, for m inorities entering the workforce w ith a goal of achieving the ranks of executive leadership.

Step one in Roldan's and Stern's (2006) book was to create a strategic blueprint early in your career. Creating a strategic blueprint m ay allow individuals to lay out their goals w ith specific steps needed to get there. An im portant aspect of this step w as to identify your strengths and weaknesses, reachi o ut beyond your ethnic group, and avoid the senior executive m inority trap. The next step was to build your career step-by-step. This step

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provided guidance on planning, arranging, strategizing, and developing one's career path into corporate America. Most importantly "it advises you to not limit

ourself and see yourself only as a minority, show you ow to brand yourself, and emphasizes mastering

interpersonal skills, which are as critical as technical skills" (Roldan & Stern, 2006, p. 2).

Choosing a mentor was tire third step offered, along with the fourth step of networking and making the right connections (Roldan & Stem, 2006). The authors offered the opinions that finding a mentor and networking are key pieces to building positive relationships within corporations. Minority employees tend to cling to their own ethnic groups and therefore can become very limited in their own growth opportunities; mentors and networking may assist in avoiding this pitfall. Roldan and Stern (2006) showed that mastering corporate policies, step five, can be done while still maintaining your integrity and values.

Finally, the sixth, step of using your ethnicity as a competitive edge was discussed. "Too many African Americans, Latinos, and women end up swallowing their pride, suppressing their identities, and squelching their own uniqueness. "It's my contention that being Hispanic, African American, or Asian, for example, is an asset" (Roldan & Stern, 2006, p. 5). Although the authors did not specifically address the glass ceiling, they offered action steps that minorities can use to break through the glass ceiling and advance within the corporate America.

HISTORY OF DISCRIMINATION AND PREJUDICE Literature regarding the glass ceiling has long

provided society with a dramatic look at the history of the phenomenon and the discrimination and prejudice which minorities have faced throughout the years. The stories of those who came before us offered a glimpse of the struggles and celebrations they experienced throughout the history of our country. Every person's experience was unique; however, collectively their experiences were similar.

There is no denying that the United States is a multicultural society. "As Americans, we originally came from many different shores, and our diversity has been at the center of the making of America" (Takaki, 1993, p. 428). There is also no denying that throughout its existence, the United States has had a difficult and ugly history of racism, violence, prejudice, and discrimination. It is through this difficult history that we learn from the past atrocities in order to ensure that they never again occur. Although our country has progressed beyond these atrocities, there is still progress that needs to be made in the areas of racism, prejudice, and discrimination. The need for this progress is especially apparent within corporate America and the quest for equality in the upper stratum of executive leadership.

The Glass Ceiling The Glass Ceiling was a term first coined in 1986

when Wall Street Journal reporters, Carol Hymowitz and Timothy Schelhardt, highlighted the invisible barriers that women faced when attempting to advance into senior management positions within corporate America (Frazier, 2005). "The reporters' argument centered on the premise that 'brains and competence' were applicable only to a certain point as a means of achieving promotion. The reason being that ultimately CEOs promote individuals they feel most comfortable with" (Frazier, 2005, p. 1933). Due to the fact that the majority of corporate senior management consists of white males,

this meant that more white males would be hired. In traditional roles the men ruled the halls of corporate America while women stayed home to raise the children and to oversee the domestic issues of the family's household. The Second World War; however, saw women entering the workforce as men were sent to fight in the war (Frazier, 2005). At the end of the war many women returned to homemaking; however, in the 1960s and 1970s there was a resurgence of women entering the workforce. As the decade progressed so did the number of women earning college degrees and entering corporate America. "Men are greatly overrepresented among the elite group of top jobholders in organizations" (Padavic & Reskin, 2002, p. 101). For the last several decades the numbers of women in the workforce have consistently increased; however, the numbers of women in executive level positions has not kept the same pace. This was also true for all other minorities; thus began the debate of whether or not the glass ceiling existed.

The Glass Ceiling - reality or myth? As with every issue there are ideas and opinions on

both sides of the glass ceiling debate. On one side there was the argument that the phenomenon of the glass ceiling was a myth. The basis of this argument stemmed from a woman's personal choice and her lack of effective skills and education (Frazier, 2005, p. 1932). The supporting data for this opinion was based on twenty- two years of research data collected by the Glass Ceiling Research Center from 200 Fortune 500 corporations.

The findings of the research conducted at the center notes that in the 1980s, not many women aged 40-plus had college educations or advanced degrees. That means very few women had the required education, maturity, and experience for advancement into upper level corporate management positions (Frazier, 2005, p. 1932).

Another popular opinion as to the lack of women in executive positions was that it was by a woman's choice. Women chose to stay at home and spend more time with their families and. were not willing to put in the long hours and dedication needed to advance into the executive suite. These arguments, however, did not hold true in regards to the male minority population. Those who agreed with these opinions strongly debated the existence of the glass ceiling. Within this opinion the glass ceiling was looked upon as a myth that aid not truly exist, though the opposite side of the debate was that the glass ceiling was a reality.

As a result of continuing public debate the U.S. Department of Labor issued a Report on the Glass Celling Initiative in 1991 (U. S. Department of Labor, 1995). Through the initiative, the Glass Ceiling Act was introduced in 1991 which confirmed "what many of us have suspected all along - the existence of invisible, artificial barriers, blocking women and minorities from advancing up the corporate ladder to management and executive level positions" (U.S. Department of Labor, 1995, p. iii).

The Glass Ceiling Act was responsible for the establishment of the Glass Ceiling Commission which was a twenty-one member, bipartisan commission tasked with the mission of studying and providing recommendations to eliminate the artificial barriers of advancement that were faced by women and minorities.

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The Commission's fact finding mission confirmed the: enduring aptness of the 'glass ceiling' metaphor. At the highest levels of business, there is indeed a barrier only rarely penetrated by women or persons of color. Consider: 97% of the senior managers of Fortune 1000 industrial and Fortune 500 companies are white; 95 to 97% are male. In Fortune 2000 and service companies, 5% of se­ nior managers are women - and of that 5%, virtually all are white. The research also indicates that where there are women and minorities in high places, their compensation is lower (U.S. Department of Labor, 1995, p. iii - iv).

The Commission's research and report established that the fact that the glass ceiling is indeed in existence.

The term "Glass Ceiling" was originally intended to represent the lack of women in the upper echelons of corporate America; however, since its inception, the term has come to represent more than a woman's quest into executive leadership; it soon included all minority roups. The glass ceiling now refers to the invisible arrier that is faced by all minorities attempting to

advance into executive level positions. Although the Commission's report was completed

in 1995, there has not been a significant amount of advancement in the number of minorities in executive level positions. In fact, in 1995 there was not one person of color holding a CEO position within a Fortune 500 company (Diversity, Inc., 2008) Current statistics showed that as of July 2008,19 Fortune 500 companies were run by people of color. Comprising this number were five African American males; seven Latino males; and seven Asians, of which five are males and two are females (Diversity, Inc., 2008). It is evident that these numbers have increased over several decades; yet there is still a large disparity in these numbers compared to the number of white males leading corporate America; barriers to the executive suite still exist in the form of the glass ceiling.

Barriers to success Minorities have long faced barriers to success

in many aspects of society, and corporate America is no different. There are many individuals that believe minorities must work twice as hard to get to the same level as those in the majority group. High intellectual ability and advanced educational levels are not a guarantee to those in minority groups. It is regrettable to say that society holds certain perceptions, both good and bad, regarding minority groups.

Research suggests that the underlying cause for the exis­ tence of the glass ceiling is the perception of many white males that they as a group are losing - losing competitive advantage, losing control, and losing opportunity as a direct consequence of inclusion of women and minorities (Redwood, 1996, p. 4).

Instead minorities experienced barriers such as stereotyping and bias, subtle racism, unwritten rules, societal barriers, governmental barriers, and internal organizational barriers (Redwood, 1996).

Stereotyping are generalizations regarding a group of people that are based on inaccurate and/ or incomplete information (Independent TV Service, n.d.). These stereotypes are learned from several sources including television, books, music, and our peers and families. Learned stereotyping continually affects society as a whole by ignoring the individual and combining an entire group together. "Stereotypes happen when we judge people from our own frame of

reference or our own cultural expectations about how eople should look, behave, talk, etc." (Independent V Service, n.d., p. 2). Stereotypes and biases continue

to provide barriers by causing misunderstandings and misjudgments.

There is no situation within an organization or corporation where stereotyping of any kind should be tolerated. "And pejorative comments or joking in a racial nature is, at a minimum, offensive. When carried to extreme it is emotionally destructive. 'Jap' jokes, for example, are just as offensive as 'dumb Irish' or 'redneck7 jokes (Henderson, 1994, p. 41). An additional form of stereotyping, but equally offensive, is ignoring minority employees. "The challenge to managers and supervisors is to minimize unfair, nonprofessional treatment and to maximize fair, professional treatment of all workers (Henderson, 1994. P. 41). It is the responsibility of executive level managers and leaders to model a no tolerance policy regarding stereotyping. Without a firm foundation against stereotyping, transforming corporate America away from the glass ceiling phenomenon will be impossible and perpetuate further barriers.

Subtle racism continues to be a barrier in the advancement of minorities. The diversity that most companies strive for can, unfortunately, be hampered by the difference barrier where individuals tend to steer away from hiring those who are different from themselves.

Less overt cultural biases, held by the minority candi­ dates as well as by their managers, can also influence behavior. For example, studies have shown that white managers are often reluctant to offer constructive criti­ cism to minority employees for fear that it will be seen as a racial attack. As a result, minority employees miss the opportunity to get the feedback necessary for their growth and development in the organization (Wyche, 2008, p. 187).

It is imperative that subtle racism be defeated in order to break through the glass ceiling.

Societal barriers can include education levels and job attainment skills. Barriers to education have long been a hurdle for minorities, and a lack of education can lead to barriers in gaining appropriate job skills (Redwood, 1996). The government comes into play in regards to the collecting and disaggregation of current and accurate employment data. "There continues to be inadequate reporting and dissemination of information relevant to glass ceiling issues" (Redwood, 1996, p. 4). This lack of accurate reporting makes it nearly impossible to gather the precise data regarding employees in executive level positions.

Internal organizational barriers such as a lack of outreach, recruitment, and poor training also contribute to the stability of the glass ceiling (Redwood, 1996). When outreach and recruitment issues are not tailored to minority groups, an organization has failed in the first step towards breaking the glass ceiling. Without outreach and recruitment of minority employees the corporate climate will remain alienated and isolated, and further perpetrate the perception of executive leadership positions being an impenetrable destination for minorities.

The lack of hiring minority executives also limits access to minority mentors for those minorities whom are beginning their careers. "Without access to mentoring, developmental assignments, training,

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and other career enhancing activities in the managerial pipeline, too many qualified people are stopped short, before they fulfill the promise of their abilities" (Redwood, 1996, p. 4). As difficult as these barriers seem to be to overcome, there are strategies that can be incorporated to bypass these hurdles and truly shatter the glass ceiling.

Strategies for success In order to overcome the barriers of the glass

ceiling, it is important to recognize the strategies of success that can surmount any obstacle that minorities face. Establishing a strategic plan is often the first step in overcoming recognized barriers. "Ethnic employees need to create a success plan for themselves in order to surpass their majority colleagues" (Roldan & Stern, 2006, p. 17). It is no longer sufficient for minorities to have a fleeting dream of success, it is essential to create a personal success plan.

Success is different for every person, so establishing a clear plan of action not only assists minorities towards their individual goals, but also sets the stage for corporations to recognize and acknowledge their potential for executive level positions. This recognition may bring about the strategy of partnering with a mentor.

A mentor who is a power broker or a top decision maker, may be essential to propel you, to promote or sponsor you within the organization's inner sanctum...Remember, networking, building relationships, being mentored and coached - all these are essentialfor anyone to be success­ ful. But if you are the 'other/ the task is harder and may even seem impossible. But if you want to move from the outside in, the effort is worth it (Blank, Slipp, & Ford, 2000, p. 29).

The main goal of a mentor and mentee relationship is to assist with personal goals, and if those goals include reaching executive level management mentors help in establishing a much needed foundation and setting the pace for one's career (Wyche, 2008).

While mentoring is an important aspect for minorities to conquer the glass ceiling, it is important that minorities be mentored by a fellow minority. Wyche (2008) referenced Dave A. Thomas' three year study entitled The Truth About Mentoring Minorities: Race Matters as he discussed the successful mentoring of minorities. "For minority professionals to be successful, their mentors must be fully engaged in a variety of developmental roles...and also be aware of the challenges race can present to [their] protege's career development and advancement" (Wyche, 2008, p. 189). Without this intimate knowledge vastly different perspectives and experiences could be detrimental to the mentoring relationship, and therefore further inhibit the objective of breaking through the glass ceiling.

Mentors can also assist with other strategies of success, such as learning to be aware of obstacles, deciding what battles to fight, and demonstrating executive potential. Wyche's (2008) work Good Is Not Enough established the premise that minorities must constantly be better than average in order to get ahead and reach the executive suite. "Minorities know they cannot afford to operate at the C level. As many of us were taught growing up, 'You have to be twice as good!"' (Wyche, 2008, p. 135). "In order to compete, you need to stay one step ahead of the competition...Not only must your performance be first rate, but also you must let senior mangers know that you are responsible

for generating the results" (Roldan & Stern, 2006, p. 147). Awareness or the obstacles faced on a journey towards success is a crucial strategy of success.

Choosing which battles to fight within a corporation is not just an issue for minorities; however, the decisions made may be more important to their career path. All minorities bring a wealth of knowledge, experiences, and cultural perspectives to the corporations where they are employed. Along with a solid mentoring relationship, the knowledge, experiences, and perspectives will aid minorities in choosing the correct battles to fight. Choosing whether or not to fight a battle does not require giving up one's values, ethics, or morals. "There are some of the areas in which accommodation is the key to 'making it.' But again, you must be comfortable with the notion that you can modify your behavior and still be true to yourself and your group" (Blank et. al, 2000, p. 107). Choosing to fight the essential battles in one's career leaves the time and energy to focus on demonstrating executive potential and conquering the glass ceiling.

Every executive has his or her own set of prominent skills; however, in order to gain an executive level position is it vital to have skills and behaviors such as strategic visioning, execution, authentic leadership, flexibility and adaptability, awareness and political judgment, and personal accountability (Wyche, 2008). By focusing on gaining the proper skills and behaviors, minorities may be catapulted into the executive suite. As minorities have the glass ceiling to break through, becoming an expert in these skills and behaviors will make them invaluable to their corporation. Breaking through the glass ceiling is not only the responsibility of minorities; corporations can, and must, do their part. A corporation's responsibility in removing the glass ceiling must start from the top down. The CEO must make a commitment to workplace diversity and model that commitment to his or her employees and the communities it serves (Redwood, 1996). This commitment can be assisted by recruiting and training a diverse workforce that is strong in ethnic, racial, and gender diversity; creating a family/work life balance; and implementing practices that include an employee's participation while respecting his or her cultural differences, values, beliefs, and morals. "The inclusion of women and minorities at all corporate levels of management would greatly benefit companies and society, in general. It is likely to strengthen the company internally and externally" (Frazier, 2005, p. 1935).There is no denying that the goal of corporate America is to succeed in its perspective lines of business; however, this goal can, and should, be accomplished by committing to managing diversity and culture, and shattering the glass ceiling.

FURTHER RESEARCH AND OPPORTUNITIES It is clear that the phenomenon of the glass

ceiling will continue to oe debated until all minorities are equally represented within corporate America's top executive level positions. Although opportunities to recruit and train minorities for executive level positions currently exist, further research is imperative to understanding the progress that has been made and the additional opportunities that are in the future. The Glass Ceiling Commission established the existence of the glass ceiling; however, the data is fifteen years old and current data regarding the aspects of the report is urgently needed.

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Reexamining the statistics of the previous data must also be completed to assess the effectiveness of previous studies and reports. Determining whether previous studies and research have been effective in removing the glass ceiling is vital to the future diversity of corporate America. Studies on how corporate America is dealing with the issues of the glass ceiling and its attempts to remove it are also extremely important to its complete removal. In order to truly know if the glass ceiling will ever be completely removed, a longitudinal study on the education, training, opportunities, and progression of minorities within corporate America is a necessity. Without this type of data, it will never be known if the glass ceiling is truly a barrier that has been penetrated and if the executive suite is equally open to all who seek it.

C on clu sion In conclusion, the history of our nation proves

that there have been long struggles with diversity, discrimination, and cultural differences; this has also been true in regards to corporate America. The phenomenon of the glass ceiling was first introduced in 1986 and for decades has been debated among scholars, corporations, politicians, and those who make up the everyday workforce. There are those who consider it to be a myth, and others who strongly believe that the glass ceiling is indeed an artificial barrier which is keeping minorities out of executive level positions within corporate America.

The majority of studies, research, and literature provided a confirmation that the glass ceiling was, and is still, in existence. Specific barriers such as stereotyping, biases, and subtle racism stand in the way of complete removal of the glass ceiling; however, many strategies towards success, such as strategic planning and mentor/mentee relationships offer paths towards a society with no such barriers. The goal of workplace equality and diversity must be a combined commitment among corporate America, governmental agencies, educational institutions, and society as a whole. Without a commitment to destroying the glass ceiling it will never cease to exist. With a strong and firm commitment to educate, recruit, train, and support all minorities who desire the ranks of executive leadership, corporate America as well as the rest of society will benefit, and celebrate, the shattering of the glass ceiling once and for all.

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Journal of C ultural Diversity • Vol. 21, No. 3 Fall 2014

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