Managers as change agents: the glass ceiling in British business

The glass ceiling continues to negatively impact minorities in business in the UK, 40 years after the term was coined. It is fair and there is value in working towards eliminating the impact the glass ceiling continues to have. Managers are identified as viable candidates to act as change agents regarding the change surrounding the elimination of the glass ceiling. Therefore, this research investigates how managers, as change agents, can aid the elimination of the glass ceiling in British business. This investigation is done through a thorough review of literature, followed by exploratory, ethnographically inclined collection of expert perspectives on the glass ceiling, change agents, managers, and the combination of those concepts to eliminate the glass ceiling. The result was a conceptual model of how managers could employ certain practices and change management strategies to help eliminate the glass ceiling at their company.