8

The persistence of the glass ceiling in French organizations owes to the accumulation of societal and organizational resistances (structural effects) and to relational bias (network effects) which hamper, limit, and delay women’s professional insertion and career advancement. These barriers create certain sexist systemic distortions which harm women’s personal and professional development and affect their well-being at work, as well as affecting the overall performance of organizations. Ultimately, they promote the perpetuation and reproduction of gender-based social inequalities. This paper addresses the relational bias (network effect) that obstructs the meritocratic progression of women managers in French companies. It sketches out several managerial propositions that seek to break through the glass ceiling, centered on the strategic role of relationally-based organizational initiatives such as mentoring and peer networks.