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OCR
WOMEN IN TOP LEADERSHIP POSITIONS stratified inequalities as unequivocal. [...] The result of these processes is the unquestionable nature of the situation”! Listing and describing these processes and phenomena can help in creating solutions. For this reason, additional metaphors have been added to the concepts of glass ceiling, glass wall, glass escalator mentioned above to further refine this complex phenomenon and more accurately ascertain the number and magnitude of the problems. Thus, in addition to the concepts described above, symbols such as glass cliff, labyrinth, critical mass, queen bee, gate guard, Matilda effect, etc. have appeared. Although not all of them will be detailed separately, the list of obstacles will include the content of each metaphor. To sum up all this, the fundamental problem is that the obstacles behind these metaphors still either (1) cause great difficulties for women in their progress or (2) stop them forever in their self-fulfilment in the world of work and science, leading to their dropping out. SELF-DISCRIMINATION AND LABYRINTH “Vertical segregation causes, for example, that women themselves do not choose certain occupations, jobs, or fields of science, even though they can do so, that is, they may be victims of ‘self-discrimination”.'’® Thus, the glass ceiling phenomenon - that can be read about in the study Nők és férfiak a szervezetben — Kísérlet a mítoszok eloszlatására [Women and Men in the Organisation - An Experiment to Dispel Myths] — is not necessarily an external, objective obstacle, but rather an internal one, and therefore it may also create a semblance of free choice. By all means, it further justifies my conclusion that the segregational factors are extremely close and mutually interrelated, and they result in women getting stuck or dropping out at some point in their careers.’ For example, a more adequate term for the problem is the so-called labyrinth. This contemporary metaphor illustrates the difficult journey full of conflicts that awaits women in the workplace and in career advancement. “Passage through a labyrinth”, as Carli and Eagly write in the study Women and the Labyrinth of Leadership, “requires persistence, awareness of one’s progress, and a careful analysis of the puzzles that lie ahead. Because all labyrinths have a viable route to the centre, it is understood that goals are attainable.” According to Carli and Eagly, “if we can understand the various barriers that make up this labyrinth, and how some women find their way around them, we can work more effectively to improve the situation.”!” 104 Nagy: Szervezet és nemek, 59. Anker et al., guoted by Nagy-Primecz: Nők és férfiak a szervezetekben, 8. 106 Tbidem. 17 Eagly-Carli: Women and the Labyrinth. 105
