{"id":74876,"date":"2020-07-17T09:59:08","date_gmt":"2020-07-17T09:59:08","guid":{"rendered":"https:\/\/essays.homeworkacetutors.com\/leadership-gender-gap-in-the-us\/"},"modified":"2020-07-17T09:59:08","modified_gmt":"2020-07-17T09:59:08","slug":"leadership-gender-gap-in-the-us","status":"publish","type":"post","link":"https:\/\/www.colapapers.com\/us\/leadership-gender-gap-in-the-us\/","title":{"rendered":"Leadership Gender Gap in the US"},"content":{"rendered":"<div class=\"content position-relative mb-4\">\n<h3>Abstract<\/h3>\n<p>This research paper focuses on the women leadership in the United States and worldwide. The paper addresses the leadership gender gap, the <a href=\"https:\/\/www.ukessays.com\/essays\/management\/the-impact-of-leadership-on-civilization-management-essay.php\" target=\"_blank\" rel=\"noopener\">leadership styles between genders<\/a>, challenges and barriers for women to advance into top leadership roles and future research to be conducted in this field.\u00a0 \u201cThe feminization of leaders is a significant development in our understanding and in the governance of global, political, economic and societal structures\u201d (Adler, 1997). The number of women leaders in business organizations has more than doubled since the 1970s, however women are still underrepresented in managerial positions worldwide. The gender leadership gap is huge and women\u2019s representation in leadership will not increase substantially without major changes in culture and policies of the organizations where women work.<\/p>\n<h2>Introduction<\/h2>\n<p>\u201cFeminization of<br \/>\nglobal leadership refers to spread of traits and qualities generally associated<br \/>\nwith women to the process of leading organizations with worldwide influence\u201d<br \/>\n(Mendenhall et al, 2001).\u00a0 For the sole<br \/>\nreason that men have held most leadership positions in the society for a<br \/>\nlongtime, the concept of leadership has been instilled with stereotypically<br \/>\nmasculine traits such as assertive, aggressive, dominant, competitive etc.<br \/>\nLeadership is not inherently masculine. Researchers have found no gender<br \/>\ndifferences in leadership effectiveness when they studied the essential<br \/>\ningredients of leadership.<a href=\"#_ftn1\"><sup>[1]<\/sup><\/a><\/p>\n<p>In the last five<br \/>\ndecades, women have made significant advances in attainment of education and<br \/>\nincreased labor force participation.\u00a0<br \/>\nThere have been women leaders throughout history and they are found in<br \/>\nevery culture and era. However, in almost all circumstances, male leaders<br \/>\ngreatly outnumbered female leaders. <\/p>\n<h2>Literature Review<\/h2>\n<p>Leadership has been<br \/>\npredominantly a male right in corporate, military, politics and other sectors<br \/>\nof industry and society. Although in recent years women have gained increased<br \/>\naccess to middle management positions, it is rare to see women as top leaders<br \/>\nand executives. Women are under-represented in executive leadership positions<br \/>\nin American corporations (Cook &amp; Glass, 2014). The most commonly cited<br \/>\nreason for the above phenomenon is the \u2018glass ceiling\u2019. It refers to unseen<br \/>\nbarriers that prevents women from progressing beyond a certain level in the<br \/>\ncorporate hierarchy.<a href=\"#_ftn2\"><sup>[2]<\/sup><\/a><\/p>\n<p>According to Pew<br \/>\nResearch Center, In the United States, in the first quarter of 2017, there are<br \/>\n27 women heading major firms that is 5% of CEOs of Fortune 500 companies are<br \/>\nwomen (Brown, 2017). General Motors is the largest company with a female CEO.<br \/>\nIn 1995, no female CEOs were on the Fortune 500 list<a href=\"#_ftn3\">[3]<\/a>. The number of women sitting on the<br \/>\nboards of Fortune 500 companies has more than doubled from 9.6 percent in 1995<br \/>\nto 20.2% in 20163. \u201cIn 2017, 21 women serve in the U.S. Senate and 83 serve in<br \/>\nthe House of Representatives, comprising 19.4% of\u00a0<a href=\"http:\/\/www.cawp.rutgers.edu\/women-us-congress-2017\" rel=\"noreferrer noopener\" target=\"_blank\">Congress<\/a>\u201d<br \/>\n(Brown, 2017). This representation of women is \u201cnine times higher that it<br \/>\nwas in 1965, however it remains well below then 51.4 percent of women in the<br \/>\noverall U.S. adult population\u201d (Brown, 2017). According to the<br \/>\nWorld Economic Forum\u2019s Global Gender Gap Report 2015, the number of women<br \/>\nparticipating in the global labor force has increased by 250 million since<br \/>\n2006, however the global pay for women now equals what men were earning in 2006<a href=\"#_ftn4\">[4]<\/a>.<\/p>\n<p>According to the<br \/>\nMcKinsey\u2019s 2012 report, the board representation is highest in Norway (40<br \/>\npercent) and their law requires publicly-held companies to have at least 40%<br \/>\nfemale board participation and lowest was in Japan (2 percent). The case for<br \/>\nAsian, Black and Hispanic women is that only less than 3 percent of board<br \/>\ndirectors at Fortune 500 companies are women from these groups.<a href=\"#_ftn5\"><sup>[5]<\/sup><\/a> The proportion of senior<br \/>\nbusiness positions held by women globally is 24 percent. According to<br \/>\nCatalyst (2014), Asian, Black and Hispanic women make up 17 percent of workers<br \/>\nin S&amp;P 500 companies lesser than 4 percent of executive officials and<br \/>\nmanagers.<a href=\"#_ftn6\"><sup>[6]<\/sup><\/a><\/p>\n<h3>Leadership style and Gender<\/h3>\n<p>\u201cWomen who have broken the glass ceiling and progressed to the top management have shown that using the command and control style of managing others, a style often associated with men in large traditional organizations is not the only way to succeed\u201d (Rosener, 1990). Men and women have distinctive leadership styles, with men more likely to view leadership as an outcome of transactions with others<a href=\"#_ftn7\">[7]<\/a>. Women on the other hand, are more transformational, using their interpersonal skills and hard work to motivate or transform their subordinates rather than applying positional power. <\/p>\n<p>According to Rosener<br \/>\n(1990) she referred to this style as \u201cinteractive leadership\u201d, as women use<br \/>\ntheir relational skills to encourage participation, influence others, share<br \/>\npower and information and boosts subordinate\u2019s self-esteem.<\/p>\n<ul>\n<li>Encourage participation: Rosener (1990)<br \/>\nstates that women leaders try to make people feel part of the organization.<br \/>\nThey also tend to encourage others to have a say in work aspects and get<br \/>\nsubordinates to participate and use a conversational style to make people feel<br \/>\nat ease and invite people to get involved in tasks.<\/li>\n<li>Enhance self-esteem: Sharing information<br \/>\nand encouraging people to participate makes employees feel important. Women<br \/>\nleaders enhanced self-esteem of employees by giving praise and credit and by<br \/>\nshowing small signs of recognition6.<\/li>\n<\/ul>\n<p>Eagly et al., (1990)<br \/>\nstates that women leaders tend to lead in a more democratic and participative<br \/>\nstyle than the autocratic and directive style of men. Eagly et al., (1992)<br \/>\nfound that women leaders were less favorable than men in certain circumstances.<br \/>\nWomen leaders were marked down to their male counterparts in contexts where<br \/>\nleadership was carried out in stereotypically masculine style<a href=\"#_ftn8\">[8]<\/a>. Also, the evaluation of<br \/>\nwomen leadership was greater when leadership was male dominated and their<br \/>\nevaluators were men. \u201cDiffering perceptions of women\u2019s leadership effectiveness<br \/>\nare based on socialization, gender stereotypes and confounding variables that<br \/>\ndo not adequately control for perceived power8\u201d<\/p>\n<p>Chandler (2011)<br \/>\nmentions in her research about a leadership model developed by three McKinsey<br \/>\nconsultants in a five- year study. The study mentioned that in order for<br \/>\nsuccessful leadership to occur, women had to demonstrate the preconditions of<br \/>\ntalent, desire to lead, tolerance to change and to enact four characteristics: <\/p>\n<ul>\n<li>Understanding of their self-purpose,<br \/>\nhappiness and core strength<\/li>\n<li>Self-awareness required to view situations<br \/>\nclearly<\/li>\n<li>Developing collaborative relationships<\/li>\n<li>Taking risk to move progress further<\/li>\n<\/ul>\n<p>According to<br \/>\nleadership research, women who pretend to mimic masculine behaviors will find<br \/>\nherself to be at a great disadvantage. Additionally, when incongruity exists<br \/>\nbetween women and leadership roles, this results in prejudice, which may<br \/>\ncontribute to the difficulty for women to become leaders and access growth and<br \/>\nsuccess<a href=\"#_ftn9\">[9]<\/a>.<\/p>\n<blockquote class=\"wp-block-quote\">\n<p>\u201cRole congruity theory is grounded in social role theory\u2019s treatment of the content of gender roles and their importance in promoting sex differences in behavior\u201d<a href=\"#_ftn10\">[10]<\/a>.<\/p>\n<\/blockquote>\n<p>The findings of<br \/>\nstudy by Eagly &amp; Karau (2002) which successfully predicted that women leaders<br \/>\nare less effective to the extent that leadership roles which are masculine<br \/>\noriented are as follows:<\/p>\n<ul>\n<li>Women became less effective to men as the<br \/>\nnumber of male subordinates increased, reflecting on great approval for<br \/>\ntraditional gender roles<\/li>\n<li>Comparatively greater proportion of men<br \/>\namong raters whose data showed measures of effectiveness<\/li>\n<li>Women were noticeably less effective in<br \/>\nmilitary organization, which is a predominantly male dominated environment.<\/li>\n<li>Lastly women scored well in effectiveness<br \/>\nrelative to men in middle level leadership positions as opposed to supervisory<br \/>\npositions<\/li>\n<\/ul>\n<p>Peus et al. (2014) conducted research to find the differences in leadership styles among women leaders in the US and Asia (China, India and Singapore). Their findings were that in USA, women leadership was branded by high level of individualism<a href=\"#_ftn11\">[11]<\/a>. Women leaders followed an individual vision combined with risk taking, continuous learning and finding the best organization to meet their goals. Women leaders in China has to strictly comply with organizational and societal values plays an important role in China. \u201cChinese managers described their leadership styles as facilitating their follower\u2019s development in order to help them achieve their tasks and meet organizational goals\u201d<\/p>\n<p>Gender stereotypes in India still highlighted women\u2019s roles as wife and mother, due to which many of them put their career second to their family. The women reported that they develop their subordinates in a way that they would become future leaders themselves, a nurturant-task leadership. Women in Singapore showed a combination of US and India or China leadership styles. Their leadership style was similar to the US, Singaporean female leaders placed a high emphasis on self-awareness and value orientation. They also gave high importance to developing and supporting their employees.<\/p>\n<h3>What is causing the leadership gap?<\/h3>\n<p>Cultural, organizational and policy barriers shape both women\u2019s and men\u2019s choices and opportunities. The underrepresentation of women in leadership has been seen as something is holding women back from becoming leaders. This phenomenon has been described as glass ceiling effect which is a barrier to women\u2019s advancement from middle level management positions to leadership roles. Although women have opportunities in organizations to move up the ladder to become leaders, somehow those opportunities disappear at various points along the way. \u201cPipeline theory attributes the scarcity of women at the top to not having sufficient numbers of women in the pipeline to corporate power\u201d16. Another view is that women managers do not have the necessary experience to be considered a qualified candidate for top positions. <\/p>\n<p>Looking<br \/>\nat the qualifications women earned, the pipeline has expanded significantly<br \/>\nover the last century. Women earned more bachelor\u2019s degrees, master\u2019s degrees<br \/>\nand more doctoral degrees than men and this trend is set to continue (U.S Department of Education,<br \/>\n2014).\u00a0 Major changes in women\u2019s<br \/>\nattainment of education and participation in workforce have given millions of<br \/>\nwomen the necessary skillset they require to become leaders. This has also lead<br \/>\nto women taking on roles that were reserved for men and providing organizations<br \/>\nwith a diverse pool of potential future leaders. Therefore, there is no real<br \/>\nshortage of qualified and ambitious women.<\/p>\n<p>A study by Kramer (2015) at McKinsey consulting showed that in 2012 women held 42 percent of entry level jobs, 28 percent of senior level roles and 16 percent C-suite positions<a href=\"#_ftn12\">[12]<\/a>. Compared to their similar study in 2015, they found that women held 45 percent of entry level jobs, 32 percent of senior level roles and 17 percent C-suite positions. Nothing much changed during 2012 and 2015. They also found that women in senior positions are 20 percent less likely to leave than men in the same position. According to the McKinsey report, \u201cthe expected representation of women is 15 percent lower than that of men\u201d. This suggests that women face greater barriers to career advancements. Some points to note are:<\/p>\n<ul>\n<li>Women find the leadership<br \/>\npath more stressful: McKinsey report states that as women climb the corporate<br \/>\nladder to reach senior levels, they lose interest. They cite stress and<br \/>\npressure as a major issue and not concern over family responsibilities.<\/li>\n<li>Women do feel comfortable<br \/>\nwith the workplace: The report also mentions that women are almost four times<br \/>\nlikely to think they have lesser opportunities to advance because of their<br \/>\ngender. Compared to men, women are often consulted less on important decisions.<br \/>\nThis could be one the reasons why women progress at a lower rate than their<br \/>\nmale counterparts.<\/li>\n<li>Women do not take the<br \/>\nroles that lead to the C-level positions: In most companies, once women reach<br \/>\nthe position of a Vice President, most women accept position focused on staff<br \/>\nroles. However, most men hold line roles which eventually leads to the C-level<br \/>\npositions. The line roles that most men hold are closer to the core operations<br \/>\nof the company and indirectly prepares them for the top positions. The report states<br \/>\nthat \u201cthis disparity can impede women\u2019s path to senior leadership\u201d11.<\/li>\n<li>Women often network with<br \/>\nother women and not with men in leadership roles: In general, both men and<br \/>\nwomen agree that building connections and relationship with peers and senior<br \/>\nmanagement. According to the report, women tend to focus more om the widening<br \/>\nthe network female focused relationships and men also have and expand their<br \/>\nmale dominated networks. The reports states that \u201csince men are more than<br \/>\nlikely to hold leadership positions, there is a higher possibility that women<br \/>\nmay end up with less access to senior level sponsorship\u201d11.<\/li>\n<li>Women have to work a<br \/>\nsecond job, the one at home: The study found that \u201cwomen at every level are<br \/>\nnine times more likely than men to say they do the major share of childcare and<br \/>\nfour times more likely to say do more chores\u201d11.<\/li>\n<\/ul>\n<p>Source: Annual<br \/>\nreports of companies listed on each country\u2019s main stock index; Italian data<br \/>\nfrom Aliberti Governance Advisors; McKinsey analysis<\/p>\n<p>Barsh<br \/>\net al., (2012) at McKinsey consulting conducted a study on the women<br \/>\nrepresentation on executive committees and corporate boards around the world. \u201cTheir<br \/>\nfindings were that women hold 15 percent of the seats on corporate boards and<br \/>\n14 percent of those on executive committees in the United States;16 percent and<br \/>\n3 percent in Germany; 20 percent and 8 percent in France; less than 10 percent<br \/>\non both boards and executive committees in China, India and Japan\u201d12.<br \/>\nThe numbers are much higher in Norway which is 35% and 15% and Sweden at 25<br \/>\npercent and 21 percent respectively<a href=\"#_ftn13\">[13]<\/a>.<\/p>\n<p>With<br \/>\nreference to the exhibit by McKinsey shown above, it can be seen that the<br \/>\nrepresentation of women in all the countries decreases alarmingly at each<br \/>\nsenior management level11.<br \/>\nSome female leaders move out of the pipeline as they find better jobs; others<br \/>\nmay draw back from promotions due to work \u2013 life commitments. However, a large<br \/>\nnumber of them run into immovable barriers at key career progression stages. Our<br \/>\ngeneral understanding is that the hindrance to career advancement of women is a<br \/>\ncombination of lifestyle choices, structural obstacles and individual mind-set.<br \/>\nUntil recently, Barsh et al., (2012) found that men and women tend to evenly<br \/>\ndistributed in the staff and line roles in their early careers. <\/p>\n<h3>Challenges and Barriers faced by Women<\/h3>\n<p>Men<br \/>\nare good with building networks which help them progress to senior level<br \/>\npositions. On the other hand, women miss out on discussions with mentors or<br \/>\nsponsors who might encourage them to stay in the line jobs. Also, line jobs<br \/>\ntend to be filled with more pressure and limited flexibility which might not<br \/>\nappeal to women who are planning on forming families. Some examples given by<br \/>\nBarsh et al., (2012) are in the European financial sector, they found the<br \/>\nturnover of women is severe by the time women reach middle level management. In<br \/>\nAsia, except for China, the comparatively low overall rate of female<br \/>\nparticipation in the workforce means it is harder to fill the pipeline at the<br \/>\nstart.<\/p>\n<p>Some<br \/>\nbias against women is subtle and illegal discrimination against women in the<br \/>\nworkplace remains an issue. Many companies still state a gender preference for<br \/>\nsome positions such as for a position of a receptionist. \u201cIn the past five<br \/>\nyears, about 30,000 cases of sex discrimination have resulted in a decision or<br \/>\nsettlement in favor of the person who filed the charge\u201d (Hill, 2016). A lot of<br \/>\nwomen\u2019s experiences in the field of education, business and politics are deeply<br \/>\naffected by sexual harassment<a href=\"#_ftn14\">[14]<\/a>. \u00a0Research shows that it is the \u201cperception of<br \/>\nwomen and their judgement to their outsider status in a male-dominated<br \/>\nworkplace that serves as an obstacle to women\u2019s progress into top management<br \/>\npositions\u201d (Erkut, 2005). The extreme shortage of women of color in top<br \/>\nmanagement continues to be a challenging part of diversifying leadership. \u201cRole<br \/>\nmodels for women of color are often lacking and the few women who break these<br \/>\nbarriers and move into new fields are viewed by other as representing their<br \/>\nwhole race\u201d16.<\/p>\n<p>Work-<br \/>\nlife balance is one of the most challenging obstacle for women progressing to<br \/>\nor wanting to take up leadership positions. Women tend to be the primary parent<br \/>\ncaring for their children and other family members when they are in their peak<br \/>\nyears in the workforce. They are more likely to take up part time jobs and be<br \/>\nin and out of employment due to family commitments and responsibilities more<br \/>\nthan men12.<br \/>\nWomen who do not have access to paid leave are more likely to quit after giving<br \/>\nbirth than those with paid leave. Men\u2019s and women\u2019s earning differences also<br \/>\ncontribute significantly to the leadership gap. \u201cIn 2013, among married<br \/>\nopposite-sex couples in which both spouses were wage earners, husbands were<br \/>\npaid more than wives 71 percent of the time\u201d (Hill, 2016). Another point to<br \/>\nnoted is that men and women make these choices or decisions in the \u201ccontext of<br \/>\ncultural expectations, gender socialization and financial constraints\u201d (Hill,<br \/>\n2016). <\/p>\n<p>Organizational<br \/>\nbarrier refers to the differential hiring and promotion of men and women and<br \/>\nthese create a huge block preventing women from advancing to senior management<a href=\"#_ftn15\">[15]<\/a>. \u00a0When the existing top-level management is<br \/>\ndominated by men, they tend to promote other men who are similar to themselves.<br \/>\nAnother organizational barrier is concerned with the relationships women have<br \/>\nwith their bosses, mentor and other co-workers. Since there percentage of women<br \/>\nis very less in executive management, many women are unable to find a female<br \/>\nmentor. Most people prefer to have mentor of the same gender as in that way<br \/>\nthey tend to understand the challenges commonly faced by them. Globalization<br \/>\nbrings in new barriers for women, for instance, organization expansion would<br \/>\nrequire top executives to relocate to other cities and countries. These would<br \/>\nbe a large barrier for women with families and other responsibilities13.<br \/>\nEven if women move to different countries and locations to head departments,<br \/>\nresearch shows that women have been unable to accept the culture shock and may<br \/>\nnot perform well in new environments. \u201cMany countries will simply not deal with<br \/>\na women executive because of their beliefs and perceptions that women are<br \/>\nincapable of doing business effectively\u201d (Elmuti et al., 2009). Many women<br \/>\nexcel in middle level management; however, women tend to lose internal<br \/>\nmotivation due to many obstacles met in the path of becoming a manager or<br \/>\nsenior executive. Some of these obstacles include prejudice, family<br \/>\nresponsibilities, discrimination and lack of opportunities. <\/p>\n<p>Stereotypes present a powerful obstacle for women. Stereotypes are a fixed view that categorizes people on the basis of gender, race or age. \u201cA recent meta-analysis of gender and leader stereotypes found no evidence of decrease stereotyping over time\u201d (Hill, 2016). Stereotypes about mothers negatively affect women pursing leadership roles as employers find them incompetent candidates for demanding jobs. \u201cAfter becoming fathers, men see an average of 6 percent increase in earning even after controlling for factors such as hours worked and marital status, while new mothers see a 4 percent decrease per child\u201d (Hill, 2016). \u201cStereotype threat is a phenomenon that occurs when a member of a group engages in an activity or performs a task for which a negative stereotype about one\u2019s group exists\u201d. <\/p>\n<p>Research also suggests that this threat can lead one to underperform and imitate those stereotypical behaviors that they were trying to avoid<a href=\"#_ftn16\">[16]<\/a>. A number of research suggests that women are aware that leadership and gender roles stereotypes naturally favor men. Due to this awareness, women tend respond to this stereotype threat by adopting more masculine behaviors and communications styles to fit in. This has been detrimental to women leaders as they are rated as less warm by their subordinates and their subordinates are less willing to comply women leaders request compared with male leaders who make same requests.<\/p>\n<p>\u201cUnconscious<br \/>\nor implicit bias occurs when a person consciously rejects stereotypes but still<br \/>\nunconsciously makes evaluations based on stereotypes\u201d (Hill, 2016). Research<br \/>\nalso suggests that women in particular show evidence of implicit bias against<br \/>\nfemale bosses. Calipher (2014) research found that \u201cwomen leaders view their<br \/>\ngender as a strong factor in self-identity, which can lead to them experiencing<br \/>\ngreater stereotype threat\u201d.<\/p>\n<p>A<br \/>\ndeficit model is a version of internal barriers faced by women, which is the<br \/>\nopposite of the view that leadership is a masculine trait. Deficit model<br \/>\nspecifically focuses on women\u2019s deficits. According to this view, women were<br \/>\ndeficient in qualities of a leader, which held them back from top leadership<br \/>\npositions. The traditional view is that women are not seen as having the<br \/>\nnecessary skills and attributes for leadership. \u201cThey are believed to be<br \/>\ncompliant, emotional and to have great difficulty in making choices\u201d (Erkut,<br \/>\n2005). Other leadership suggests that gender bias is evident when the<br \/>\nleadership behavior is evaluated unfairly when it is displayed by a woman than<br \/>\na man. Although women have overcome deficits in education and shown desire in<br \/>\nleadership roles, they still have not made great progress.<a href=\"#_ftn17\">[17]<\/a><\/p>\n<p>Cook &amp; Glass (2014) mentions in their research about three institutional-level theories that may shape women\u2019s access to top level positions. \u00a0Glass cliff is a phenomenon where women are more are appointed to top leadership positions than men in organizations that are in a crisis or at a high risk to fail. \u00a0Ryan &amp; Haslam, (1995) coined the term glass cliff and \u201cthey analysis revealed that women are over-represented on the boards of poorly performing firms\u201d. \u201cThey found that companies that appointed women to their boards were more likely to have experienced consistent performance declines prior to appointment compared to firms that appointed men to their board\u201d.<\/p>\n<p>Research<br \/>\nalso suggests that male stereotypes played a key role in leadership selection<br \/>\nfor organization, whereas female stereotypes played key roles in leadership<br \/>\nselection for organizations in crisis<a href=\"#_ftn18\">[18]<\/a>. Leadership research findings<br \/>\nsuggests that the glass cliff phenomenon will be more evident in companies with<br \/>\nless diverse boards than with more diverse boards. In companies with diverse<br \/>\nboards, there would be women in the leadership positions, therefore the<br \/>\nlikelihood of women experiencing a glass cliff in their rise to top management<br \/>\nposition will be less.<\/p>\n<p>Second, saviour effect states that women will have significantly shorter tenures in senior leadership positions as women will be granted less of an opportunity to prove their leadership capabilities compared to men. In addition, women CEO\u2019s of organizations experiencing poor growth are more than likely to be replaced by men. Cook &amp; Glass (2014) states three reasons to suggest that women leaders face greater obstacles than men leaders:<\/p>\n<ul>\n<li>Promotion to high risk<br \/>\npositions confirms biases against women\u2019s capabilities should the firm continue<br \/>\nwith poor growth after their promotion.<\/li>\n<li>There is substantial<br \/>\nevidence from research that there is implicit bias against women leaders in<br \/>\ngeneral, as women tend to be viewed as lacking the necessary skillset to lead<br \/>\nan organization.<\/li>\n<li>\u201cWomen leaders are more<br \/>\nlikely than men leaders to suffer from token status, their leadership is more<br \/>\nlikely to be subject to intense scrutiny and negative evaluation bias\u201d (Cook<br \/>\n&amp; Glass, 2014).<\/li>\n<\/ul>\n<p>Third, institutional diversity \u2013 \u201ca great deal of empirical evidence suggests that gender bias and in-group preferences shape hiring and promotion decisions in ways that tend to limit the occupational mobility of women\u201d (Cook &amp; Glass, 2014).\u00a0 In most companies, decision makers reserve leadership positions for in-group members as they feel more comfortable among members of the in-group and they also view these people as more vital to the organization. Over representation of men in leadership positions tend to produce gender biases and restrict women\u2019s access to the top due to in-group preferences.<\/p>\n<p>Research has identified two clusters of gender stereotypes: communal and agentic. Women are seen as having communal qualities which includes kindness, friendliness, and compassionate treatment of others, gentle and nurturing. In contrast, men are associated with agentic qualities, which include aggression, assertion, dominant, forceful and individualistic. \u201cThe agentic qualities are associated in people\u2019s minds with effective leadership because of a long history of male domination of leadership roles\u201d (Eagly &amp; Carli, 2007). There is an issue of perceived lack of fit between the traits seen of women leaders and the traits required of successful leaders<a href=\"#_ftn19\">[19]<\/a>. Research suggests that women tend to find themselves in a dilemma, that is, if there are highly communal they get criticized for not being agentic enough and vice versa<a href=\"#_ftn20\">[20]<\/a>. Self-promotion which is an agentic behavior is detrimental to women as others view it as too dominant which eventually results in them likely to be selected for leadership roles than women who fail to self-promote. Female leaders find it difficult to foster an effective leadership style with a combination of communal qualities and agentic qualities needed to succeed. Compared to men, women are viewed as less able to control whether their emotions influence their thoughts and behaviors.<\/p>\n<p>Gender-based stereotyping often gives the senior executives the perception of men and women leaders. This always tends to misrepresent the talents of women which hugely contributes to the gender gap in the U. S<a href=\"#_ftn21\">[21]<\/a>. This also poses a serious threat to women\u2019s career progression.\u00a0 Research shows that men consider women to be less proficient at problem solving, this is one of the qualities associated with effective leadership. \u201cSince men outnumber women in top management positions, the male held stereotypes dominates current corporate thinking and may contribute to the fact that although women hold more than one-half of all management and professional positions, they make up close to 5% of Fortune 500 CEOs\u201d. \u00a0According to the study by Catalyst, \u201cunless organizations take steps to eradicate biases, women will forever be misjudged and undermined regardless of their talents or aptitudes\u201d<\/p>\n<h3>Current Scenario of Women Leadership in Organizations<\/h3>\n<p>Many companies specifically in Europe and North America, are pursuing measures aimed at easing women\u2019s progress through the organization. Some of the measures include work life balance initiatives such as greater flexibility in remote working, creating diversity targets, smooth transition into the work environment during and after maternity leave, executive coaching for high potential women managers11 . Barsh et al., (2012) interviewed 235 European countries and found that 60 percent of the companies had at least 20 diversity initiatives in place. In order to tackle the challenges, CEOs and top management must do much more to successfully transform gender performances and attitudes. This means there must be a dedicated team to monitor women in the talent pipeline from time they show potential to the point they are eligible to join the C-suite11. \u00a0\u201cMany CEOs are convinced that mixed boards and mixed executive teams perform better than those dominated by men\u201d (Barsh et al., 2012). A personal passion is necessary to bring about a change in implementing gender diversity, for instance, it has to start with the CEO and his mind set and behavior. CEO\u2019s who do not see gender diversity as a priority loses focus and delegates it down to others in the hierarchy. On the other hand, CEO who champion gender diversity, those organization are able to utilize the true potential of women leaders and provide them increase flexibility and necessary coaching and training to progress to C-suite.<\/p>\n<p>Keeping track and managing the pipeline has to start by knowing the gender balance at every level of the organization by breaking down by business unit, levels and regions. Companies have to monitor metrics such as pay level, reason for women leaving the firm and how many women get promoted and how many are in the pipeline for promotion. According to research by Barsh et al., (2012), \u201conly 18 percent of entry and mid-level women have a long -term eye on the C-suite, against 36 percent of men\u201d. This shows that leaders should really mediate with talented female middle managers to coach them, build their confidence to advance in their careers. Barsh et al., also suggests 4 main priorities for leaders:<\/p>\n<ul>\n<li>Gender diversity should<br \/>\nbe treated as a strategic business initiative: Set a goal and plan that the<br \/>\ncompany can monitor and follow up. If the high representation of women in the<br \/>\ntalent pipeline gives a competitive advantage then leaders will work hard to<br \/>\ninclude them11. <\/li>\n<li>Establish a culture of<br \/>\nsponsorship: encourage each top executive leader to sponsor two or three future<br \/>\nleaders including women. <\/li>\n<li>\u201cAsk for and talk about<br \/>\nthe data\u201d (Barsh et al., 2012): Drill deep into the data and \u201cdiscuss the<br \/>\npercentage of talented women at each level of the pipeline, their odds of<br \/>\nadvancement versus men\u2019s and the mix of women between line and staff jobs<br \/>\ncompared with that of their male counterparts\u201d (Barsh et al., 2012).<\/li>\n<li>Create awareness of what<br \/>\na diverse environment looks like: Communicate to the people in town hall<br \/>\nmeetings about what you are doing to drive change. \u201cTop leaders who work to<br \/>\nencourage diversity across the company will increase everyone\u2019s determination<br \/>\nto bring the best to work\u201d (Barsh et al., 2012).<\/li>\n<\/ul>\n<p>Reverse<br \/>\nmentoring is an important element in retention of women and their career advancement.<br \/>\nThis require senior leader\u2019s commitment and support, they must also believe in<br \/>\nits value for reverse mentoring to work. Through diversity and inclusion<br \/>\nprograms, \u201ctop companies teach women how to develop their personal brands, how<br \/>\nto network even when unconscious bias is present, and how to get exposure at<br \/>\nall levels of leadership to help advance their careers\u201d (Weiss, 2015). <\/p>\n<p>A<br \/>\nmajor barrier to getting more women into top management is unconscious bias.<br \/>\nUnconscious bias (implicit bias) occurs when we decisions without being aware<br \/>\nof it. \u201cUnconscious bias is not a US issue, in Latin America it is one of the<br \/>\nstrongest influences driving a lack of gender equality\u201d (Women in Leadership: A<br \/>\nGlobal Perspective, 2016).<\/p>\n<p>Diversity training programs are not always done in the correct way and cause more harm than good. According to leadership research, structured free recall (\u201cparticipants consider positive and negative attributes of a target before generalization\u201d) and source monitoring (\u201cfocus on actual remembered judgements rather than gut feelings\u201d) were most effective at reducing bias against women12. Many countries in Europe, Latin America and Africa have quota systems to set right gender imbalance in political leadership. \u201cIn Norway, adopted a quota system for very large companies, requiring 40 percent female representation on corporate boards\u201d. Many diversity training initiates aim at raising awareness of ingrained bias.<\/p>\n<p>For<br \/>\nfair promotion of women and men of color, managers must be held accountable.<br \/>\n\u201cJob descriptions using gender neutral language have been shown to make a<br \/>\npositive difference\u201d12<br \/>\n. Role models can be powerful especially for women of color and lack of role<br \/>\nmodels from the same ethic group can be a barrier to career progression. <\/p>\n<p>Managers should shift their focus to measures of productivity rather than hours spent on work as the prime indicator of a person\u2019s worth to the organization. Performance evaluation process should be designed to limit the decision maker\u2019s conscious and unconscious biases. The recruitment process in the organization should be transparent and should not rely on informal social networks and referrals to fill positions. As women progress into positions of higher authority, they often find themselves in gender imbalanced groups. Friendly human resources practice such as flextime, job sharing, telecommuting, dependent care options and employer sponsored on-site child-care can help women stay in their jobs during the child rearing years and eventually compete for top positions .<\/p>\n<p>There<br \/>\nare huge benefits to have gender diversity in organizations. According to Pew<br \/>\nResearch Survey (2008)<a href=\"#_ftn22\">[22]<\/a>,<\/p>\n<ul>\n<li>Women were rated superior to men in honest and intelligence. 2,250 adults (1,060 men and 1,190 women) were surveyed, half of the survey participants mentioned women as being more honest than men22. <\/li>\n<li>Women were also ranked higher for being compassionate (80 percent chose women \/5 percent chose men), outgoing (47 percent chose women\/ 38 percent chose men) and creative (62 percent chose women\/ 11 percent chose men)22. <\/li>\n<li>Although women are rated highly on leadership traits, they still make a small percentage of the leaders in organizations and in public offices than men.22<\/li>\n<\/ul>\n<p>American<br \/>\nworkers see female executives as being ethical and honest compared to male<br \/>\nexecutives. Pew\u2019s women and leadership survey (shown above) found that 31<br \/>\npercent said women are better at this and 3 percent said men are better<a href=\"#_ftn23\">[23]<\/a>.<\/p>\n<p>A<br \/>\nlot of research suggest that having female leaders as board members show higher<br \/>\nfinancial performance than with those having low representation of women.<br \/>\n\u201cCompanies that had majority of board members as women witnessed a substantial<br \/>\n87% better performance than their competition\u201d<a href=\"#_ftn24\">[24]<\/a><\/p>\n<p>The policy makers<br \/>\ncan take the necessary steps to close gender gap.<\/p>\n<ul>\n<li>Take measures to tackle<br \/>\nsex discrimination: <\/li>\n<\/ul>\n<p>In order to solve the gender imbalance problem, organizations must take efforts to create an equitable workplace. \u201cEnforcement agencies such as U.S Equal Employment Commission (EEOC) and U.S Department of Justice need adequate resources to enforce existing civil rights laws so that employers can get the technical assistance they need and employees can get meaningful access to the protections they deserve\u201d.<\/p>\n<ul>\n<li>Improve leave policies<\/li>\n<\/ul>\n<p>Many<br \/>\nemployers in the U.S do not provide guaranteed paid leave, paid time off for<br \/>\nillness or family care5. Without<br \/>\nthese policies, family responsibilities can hinder women\u2019s career and<br \/>\nleadership opportunities. State and local policy makers can also pass laws to<br \/>\nmake this mandatory for all workers.<\/p>\n<ul>\n<li>Improve laws to protect<br \/>\npregnant workers: <\/li>\n<\/ul>\n<p>Pregnancy should not be a barrier to women from pursuing her career. \u201cThe Pregnant Workers Fairness Act would require employers to make reasonable accommodations to protect the health of pregnant workers and ensure that they are not forced out of their jobs or denied leadership opportunities\u201d.<\/p>\n<ul>\n<li>Provide education program<br \/>\nsupport for women seeking high-wage jobs: <\/li>\n<\/ul>\n<p>Traditional<br \/>\njobs held by men tend to be in high-wage and high growth fields. Educational<br \/>\nprograms should provide bias free counselling and encourage gender equity, this<br \/>\ncan contribute to effective workplace culture changes.<\/p>\n<h3>Women Leadership and my work experience<\/h3>\n<p>I<br \/>\nwork as an HR intern for a financial services firm. The representation of women<br \/>\nin the company is very less compared to men.\u00a0<br \/>\nSome of the strategies that I think they can do to improve this problem:<\/p>\n<ol>\n<li>Based<br \/>\non above research, they have to change their policies to genuinely make an<br \/>\neffort to hire more women for promoting more gender diversity and this will<br \/>\nalso improve the talent pipeline for women. Hiring more women interns will also<br \/>\nshow the applicants that the firm is serious about gender diversity and small<br \/>\nchanges will can go a long way in achieving this goal. More women employees<br \/>\nshould visit career fairs and other recruiting events so that female students<br \/>\nor job seekers will be more comfortable talking to them as well gaining more<br \/>\ninformation about the company and their recruiter\u2019s experiences in the firm.<\/li>\n<li>Currently<br \/>\nthere is only one women president in the firm, who have been with the firm<br \/>\nsince its beginning and worked her way up to this level. I feel although the<br \/>\nemployees know who she is and have heard stories about her experiences, more<br \/>\nmust be done to enhance her visibility. They can have session for the women<br \/>\nemployees to interact with her and gain first-hand knowledge about work,<br \/>\npersonal life, difficulties and experiences she faced on her journey to become president<br \/>\nof the company.<\/li>\n<li>Create<br \/>\nan effective mentoring program where senior women executives coach and develop<br \/>\nthe junior women employees. This will also give them an opportunity to interact<br \/>\nwith and show their presence to the senior leadership while working on specific<br \/>\nproject. Also, this will help them to create networking opportunities<br \/>\nregardless of the level of the employees. Develop a career management path for<br \/>\nhigh potential women employees. <\/li>\n<\/ol>\n<h2>Recommendations<\/h2>\n<p>My<br \/>\nrecommendations on what companies can do to move more women into leadership<br \/>\npositions are as follows:<\/p>\n<ol>\n<li>Actively engage high potential women: Invest in high performing women with a capacity to lead and give them the confidence to do it. According to KPMG Women\u2019s Leadership Study, out of 3,014 women, 67 percent mentioned \u201cthey need more support building confidence to feel like they can be leaders\u201d<a href=\"#_ftn25\">[25]<\/a>. Helping women to develop their confidence will be key to grooming them to be future leaders of the organization. Create forums where potential women employees could engage and contribute more. This would give them an opportunity to be creative, build a strong network and also pursue their interest outside of their regular work.<\/li>\n<li>Promote mobility opportunities: Mobility is an excellent strategy for talent development and talent retention.\u00a0 Having a dedicated internal mobility program for women employees would help them explore various opportunities within the firm and find a platform where they can perform even better.\u00a0 This also forces women employees to come out of their comfort zone and try new things at work. All these would eventually help build a larger portfolio of skills helping women employees succeed in longer term. This would also bring in fresh perspectives to their career compared to doing a same job for a very long term. <\/li>\n<li>Leadership training: Identify the most valued leadership attributes and create specific skill training opportunities and build confidence for women who wish to sharpen their skills. Trainings can be either functional or technical in nature based on the interest of the employee. But all programs could be focused on improving the overall ability of women employees to lead from the front. This is possible only if:\n<ul>\n<li>The person has acquired enough knowledge and understanding of the underlying business of the organization they are part of <\/li>\n<li>Technical abilities to help them succeed in their current role<\/li>\n<li>Futuristic skills to help them decide their upcoming career path and even suggest the road map for the organization or team they are part of. <\/li>\n<\/ul>\n<\/li>\n<li>Managerial Skill training: As women leaders grow up in their career, it is obvious that they would need to manage large teams and organizations. Managerial skill would be very essential and even play a vital role in the impact they can make. Every organization has their own culture and management styles. It is essential that enough mentorship and training is organized to onboard new and emerging women leaders to the management team.<\/li>\n<li>Establish mentors and network: Building relationships with peers, higher level management and mentors are key to career success. One way to do this is to connect junior level women employees with senior women leader mentors and to encourage networking opportunities at all levels. Design a mentorship program where senior female leader are selected to coach and guide women employees at different departments. These women employees should be assigned different mentors each year so that they can learn from different skills and experiences of leaders.<\/li>\n<li>Set a clear career path: Company leaders should work with human resource professionals to develop clear steps for career development for high potential women employees. This must be done early on in their career, maybe in their 20s or 30s. This will give women the confidence to develop the necessary skills as well as network will top management which will enhance their career prospects of getting promoted to C-suite positions.<\/li>\n<li>Role models: Highlighting the presence of female senior leader role models in the organization is very important to young women employees joining the firm. There must be certain sessions where senior women leaders could share their experiences and learning to young women employees. This will be key to developing next line of women leaders for the organization. This can be either brown bag sessions or talks where women leaders in the industry come and talk about their challenges and how they overcame each one to become whatever they are today.\u00a0 This would give the confidence and vision to women employees that sky is the limit in their career.<\/li>\n<li>Consistent feedback: Effective feedback system is one of the most important tool for career development. This would give an opportunity for every employee to take a pause and do an introspection on their career and how others perceive them. While you cannot change perceptions of others, you can change yourself to suit the style and culture of the organization.\u00a0\u00a0 Women employees could definitely use this for their advantage. Formal feedback discussion programs should be organized where women employees could share and review their strengths and areas of improvement shown up in their feedbacks with their senior women mentors within the same organization. This would give an opportunity to have an open discussion and how certain areas of development could be converted to strengths.<\/li>\n<li>Equal pay for women and men: \u00a0Male managers must be trained and made aware of biases women face. Women should be paid in line with their male peers.\n<ol>\n<li>For women employees who are hired newly, salary should be fixed based on the role they are going to doing rather than the candidates ability to negotiate the package.<\/li>\n<li>For internal salary appraisals, proper judgement should be adopted to ensure salary hikes are in par with industry standards, persons productivity and impact and should never be biased.\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 <\/li>\n<\/ol>\n<\/li>\n<li>Provide unconscious bias training to managers: unconscious bias or implicit bias are prejudices deeply held in our unconscious which can unconsciously impact how we act towards one another in our organizations. Trainings to help managers identify and build skills to overcome these biases. Every person in the managerial capacity should undergo such trainings on a regular basis. Managers should be onboard with facts as well as various emerging research in the space and ensure they adopt the appropriate standards in their daily operating procedure. <\/li>\n<li>Diversity programs: These programs should be implemented from the CEO of the firm. They must work hard to show through actions and by being present in events, initiative, and be an example to the employees of promoting gender diversity. This will have a strong effect down the hierarchy line and more managers will change their mind set, work hard to hire talented women candidates and mentor them to progress to leadership roles.<\/li>\n<li>Adopt flexible policies in the workplace: Policies such as paid maternity leaves should be extended to six months and job protection should be provided to returning mothers. Implementing on-site child care facilities that will help women work and be more productive during their child rearing years. Flexible working options should also be implemented in all the companies. Women should not feel afraid to make use of these policies for the fear of losing their jobs. This would also build the talent pipeline for woman. As mentioned earlier, mobility opportunities should also be explored for working mothers who wish to take up roles which are less challenging than their regular roles for certain period of time. <\/li>\n<\/ol>\n<h2>Future research and Conclusion<\/h2>\n<p>As of today, many fortune 500<br \/>\ncompanies have excellent gender diversity programs and have various initiatives<br \/>\nin place to tackle barriers women face in their upward journey to leadership<br \/>\nroles. According to the CEO of KPMG, Lynne Doughtie, \u201corganizations need nimble,<br \/>\ncooperative and diverse teams in place to take advantage of technological<br \/>\nchanges.\u201d<a href=\"#_ftn26\">[26]<\/a> This<br \/>\nwill mean more opportunities for women.<\/p>\n<p>One<br \/>\narea for future research would be to explore whether non-traditional leadership<br \/>\nstyle can be effective in organizations and how it can help women progress in<br \/>\ntheir careers. Since nontraditional leadership style and women\u2019s leadership<br \/>\nstyle, which is proven to be transformational leadership style, have many<br \/>\nthings in common. It also depends on the type of organization. In the current<br \/>\nage of changes driven by data and technology, organizations should consider<br \/>\nwhether the corporate world is still the traditional \u2018survival of the fittest\u2019<br \/>\nor organizations are in line with the changes; where hierarchy structures<br \/>\ndoesn\u2019t exist and organizations are changing into flat structures. Research can<br \/>\nbe done through surveying top organizations that have heavily invested to stay<br \/>\non top of change and find the out how change in organization structure, new<br \/>\nperformance feedback process and gender diversity will create opportunities for<br \/>\nwomen to succeed to leadership roles. <\/p>\n<p>Another<br \/>\narea for research would be involvement of women in startups where there is ad hoc<br \/>\nwork culture and extreme pressure. Although it is more rewarding for employees than<br \/>\ntraditional organizations, they often do not follow standard practices and policies.<br \/>\nMany even do not have a formal Human Capital Division and mostly run by close<br \/>\nknit group. However, the important fact remains that some of these would be the<br \/>\nFortune 500 companies of the next generation. It is vital that women leaders<br \/>\nare well represented in the startup industry formed by millennials.\u00a0\u00a0 More research needs to be done in this area<br \/>\nto understand how women are represented in these sectors, challenges faced by<br \/>\nthem and leadership skill required to excel. Some of my above recommendations<br \/>\nto empower young women leaders would positively impact women in the next<br \/>\ngeneration industries. However, the challenges that might be faced by them in<br \/>\nthe near future is yet to be seen. <\/p>\n<p>Technology<br \/>\nadvancements in the field of analytics and Artificial Intelligence, combined<br \/>\nwith changing traditional organizational structures, the opportunities for women<br \/>\nleaders are huge. With more research in this space and the onset of awareness<br \/>\nto represent women equally and fairly in organizations, women leaders are set<br \/>\nto capture top leadership roles in the coming future.<\/p>\n<h2>Bibliography<\/h2>\n<ul>\n<li>Adler, N. (1997). Global Leadership: Women Leaders. <em>MIR: Management International Review,<\/em> <em>37<\/em>, 171-196. Retrieved from http:\/\/www.jstor.org\/stable\/40228426.<\/li>\n<li>Brash, J., Devillard, S. and Wang, J. (2012).\u00a0<em>The Global Gender Agenda<\/em>. [online] McKinsey &amp; Company. 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[online] Available at: https:\/\/womensleadership.kpmg.us\/content\/dam\/kpmg-womens-leadership-golf\/womensleadershippressrelease\/FINAL%20Womens%20Leadership%20v19.pdf<br \/>\n[Accessed 25 Jul. 2017].\n<\/p>\n<p><a href=\"#_ftnref26\">[26]<\/a> King, M.<br \/>\n(2017).\u00a0<em>KPMG\u2019s Lynne Doughtie On Why Women Are The Future Of Work<\/em>. [online] Forbes.com. Available at:<br \/>\nhttps:\/\/www.forbes.com\/sites\/michelleking\/2017\/05\/23\/kpmgs-lynne-doughtie-on-why-women-are-the-future-of-work\/#129291f8114c<br \/>\n[Accessed 1 Aug. 2017].<\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Abstract This research paper focuses on the women leadership in the United States and worldwide. The paper addresses the leadership gender gap, the leadership styles between genders, challenges and barriers for women to advance into top leadership roles and future research to be conducted in this field.\u00a0 \u201cThe feminization of leaders is a significant development [&hellip;]<\/p>\n","protected":false},"author":6,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[8512],"tags":[9845,5294,9887,9867,9888,9889,9890,9886,9885],"class_list":["post-74876","post","type-post","status-publish","format-standard","hentry","category-management-examples","tag-1-dissertation-writing-service-in-uk","tag-bishops-writing-bureau","tag-cn","tag-create-a-paper-using-the-following-criteria","tag-homework-help-assignment-answers","tag-in-1050-word-essay","tag-in-a-4-to-6-page-essay","tag-in-a-page-paper-assignment","tag-write-an-essay-in-words"],"_links":{"self":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/74876","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/users\/6"}],"replies":[{"embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/comments?post=74876"}],"version-history":[{"count":0,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/posts\/74876\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/media?parent=74876"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/categories?post=74876"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.colapapers.com\/us\/wp-json\/wp\/v2\/tags?post=74876"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}