From metrics to strategy: quantifying the glass ceiling and its influence on strategic performance in finance

Purpose This study examines gender inequality in corporate leadership as a strategic challenge and introduces the Glass Ceiling Indicator (GCI), a novel quantitative measure to assess disparities in executive roles within the US financial sector, linking diversity to performance and governance. Design/methodology/approach An unbalanced panel data model is applied to the S&P 500 financial institutions (2020–2024). The GCI compares the proportion of women in executive and senior management roles to the overall proportion of female employees. Gender-related and financial variables are included, and the model is estimated using feasible generalized least squares (FGLS). Findings Female CEO duality, greater hiring of women, and a narrower gender pay gap are linked to weaker glass ceiling effects, while firm size and return on assets also foster gender equality in leadership. Conversely, higher entry-level female representation and older CEO age correlate with stronger glass ceiling dynamics, underscoring the influence of strategic decisions and organizational structures on leadership diversity. Practical implications Findings support inclusive recruitment, pay equity, and leadership structures as strategic levers to reduce gender barriers and enhance performance. Social implications By making invisible barriers measurable, the study contributes to advancing gender equity and fostering inclusive corporate cultures. Originality/value This research proposes the first empirically validated GCI applicable across firms and sectors. It offers a strategic framework for quantifying gender inequality and identifying organizational drivers of inclusive leadership.