Analysis of existing literature indicates that women occupy approximately 50.5% of management positions in the United States .   However, despite the steady growth in the number of female managers they were mostly working in businesses' lower level jobs.   This study aimed to explore which of five strategies had most positively affected women's career advancement into senior executive positions.  The five specific strategies included in this study's survey built upon the existing literature which had found important strategies to be:

(a) Advanced Education and Training
(b) Internal Networking
(c) Career Tracking
(d) Formal Mentoring
(e) Exceeding Performance Expectations

This study was conducted using a quantitative research design with an online survey tool.  The 16th open-ended question used in this study identifying a new strategy "Opportunity Seeking," which was addressed in the quantitative research questions provided depth of the information the researcher collected.   It used a convenience sampling of 500 women in leadership positions (from middle-level to top level management positions) who were also members of the Institute for Women's Leadership. 

The multiple regression methodology used in this study determined which strategies had most positively correlated and affected women's career advancement to senior executive positions.   In addition, multiple regression analysis also explored the relationships between demographic variables and the women's promotion rates as well as the relationships between demographic variables and the most effective strategy.  One-Way ANOVA analysis was also used to compare means in terms of the most effective strategy for different racial groups.   As a result of multiple regression analysis, Formal Mentoring was identified as the most effective promotional strategy.   Additionally, there are statistically significant relationships between demographic variables and the Promotion Rate.   Furthermore, there are also statistically significant relationships between demographic variables and the Formal Mentoring strategy.  The results of One-Way ANOVA analysis indicated that different perceptions of the most effective promotional strategy did not exist among diverse racial groups.   Although this study identifies Formal Mentoring as the most effective strategy for women's career advancement to senior executive positions, women working in organizations without Formal Mentoring programs can utilize one or more of the other identified and ranked strategies.

To eliminate the glass ceiling facing women, in addition to implementing Formal Mentoring programs, organizations can examine workplace practices that may hinder women' chances, make procedures for recruitment and promotion more objective, make the recruitment and promotion process more structured and transparent, avoid using subjective and prejudice attitudes to judge who should perform a particular job (Gürer, 2002).    Companies that make efforts to remove barriers toward women's career advancement can enjoy positive outcomes and benefits.   These findings support assertions of existing literature.  For example, Coughlan (2002) proposes that companies can benefit from cost saving of reduced recruitment, improved corporate image, retention of key female staff with their talents and experience, enhance staff morale, increased return on investment in training, and prevention of the loss of experienced workers to competitors.     This study's findings provide valuable information for women aiming to break through the glass ceiling, and they contribute to women's career success opportunities.