Building on leadership categorisation theory (Lord et al., 1984), this research investigates the glass cliff phenomenon according to which atypical leaders (e.g., ethnic minorities) are more likely than typical leaders (e.g., White men) to be appointed to precarious leadership roles (Ryan & Haslam, 2005). These roles typically arise from poor organisational performance, instability, or reputational crisis. This five-study, multimethod programme examines how organisational conditions (e.g., organisational ranking or leadership appointment type) influence the likelihood of the glass cliff for ethnic minority leaders. Study 1 used archival data from English professional football and found evidence for the glass cliff, particularly following poor predecessor performance in lower-ranked organisations. Studies 2 and 3 built on Study 1 findings and used experimental designs to test for the glass cliff phenomenon. However, these experiments found no significant difference in the appointment of ethnic minority and White candidates to precarious leadership roles. Study 2 did reveal that ethnic minority candidates were more likely to be appointed to precarious leadership roles compared to secure ones. Study 3 demonstrated that organisational ranking significantly influenced precarious leadership appointments. Studies 4 and 5 extended the examination of the glass cliff phenomenon to a novel leadership context: interim leadership. Study 4 showed that perceived interim role precarity increased the likelihood of ethnic minority candidate appointments. Study 5 provided evidence of this effect through manipulated interim role precarity. Together, these results offer nuanced support for the glass cliff for ethnic minority leaders. They suggest that under specific organisational conditions (e.g., poor predecessor performance, high role precarity in interim leadership, and lower organisational ranking), ethnic minority leaders may be more likely to be appointed to precarious leadership roles compared to White leaders, or are disproportionately selected for riskier over stable roles. This research extends the glass cliff literature by highlighting how predecessor-level performance, rather than organisation-level performance, may precipitate the glass cliff; introducing organisational ranking as a novel moderator; and extending the phenomenon to interim leadership. Limitations, implications, and future research directions are discussed.