Women in Workplaces: Parenting a Challenge for Career Advancement - Essay Sample

Introduction

Available studies concerning women in workplaces indicate a worrying situation; women are not advancing to top leadership positions in their careers, as frequently as men do. One reason for the difference mentioned above is that women take a break to go and have children. Parenting is, therefore, a significant challenge concerning women's advancement in their career paths. They veer off the career path at a critical moment when they need all the focus. Based on the career tournament concept, executives poised for higher positions in the corporate world ought to compete at each business echelon. When women withdraw from their career path for family-related issues, it is tantamount to derailment to their careers (Elsevier, 2013). After some parenting duration, most women experience a low psyche; they find it a hard task; some cite crazy lifestyle phobia. Yet, there is another category of women who withdraw from their careers just before they attain the topmost position. These kinds of women, as described above, are deemed not to love their careers. Such women who drop from their jobs before attaining the top position offer barrier to the advancement of women in leadership. A more significant number of women in leadership positions would be encouraging more companies to join in the policy. Stereotypes are also critical barriers to a woman's profession. There exists a claim that women constitute a particular kind of leadership that is perceived as inferior. The society expects a leader to be a person of charisma, male, and masculine. Stereotypes are, therefore, barriers to the development of a woman's career.

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Challenges That Women Face in Today's Workforce Similar or Different to Their Male Counterparts

The IT revolution is a unifying factor for the current world. All young people or anyone hoping to survive in the current job market need knowledge about information and communication technology. The contemporary world is more competitive than in previous job markets. In that particular aspect, challenges are the same, in the sense that both males and females need to build their computer-related skills—that they may be competitive in the job market (Chief Executive Officer, 2006). However, men are favored by a skewed business environment that is not inherently diverse. The ripple effect of a business environment that is half-heartedly supportive of women leadership is that those that have diversified have enjoyed the cordial and influencing type of leadership possessed by most women leaders. On the other side, those who have not adopted a varied management approach have not embraced women in the top direction. In that case, women are facing different challenges from men, which favor men. The system equalizes again on the issue of leaders raising the ranks through controlling information. Whether male or female, any leader who rises the ranks through managing information should feel uncomfortable. Therefore, in that case, challenges faced by women and men in the workforce diverge and converge at various instances.

Diversity Management and Retaining More Women in Leadership Roles

Diversity management would be a significant issue worthy of consideration if gender inequality issues were resolved appropriately. There is a close relationship between the adoption of diversity policies and increased rates of women retention in their professions for longer durations. Lazarus notes that diversity needs to be made something conscious. Diversity management is all about making people exist harmoniously, each one appreciative of their gender and identity (Chief Executive Officer, 2006). What women need is an enabling environment. Women can improve their chances of getting a job through a network. However, it is worth noting that the best type of networking is what takes place inside an organization. Experts have claimed that women cherish to see other women in positions of power; the women in power are usually deemed role models, which is an encouraging thing about allowing for diversity in the current institutions. Norway solved gender inequality by designating 40% of board seats in crucial companies listed in the limited public category. Yes, diversity management is essential and useful in keeping women afloat the job market long enough to enjoy top positions. Whichever means, diversity models are required in most companies as they will help to subvert gender inequality in the workplace.

Role Models of Power Women Today

Although their score is scintillating low and frustrating, there seems to be hope at the end of the tunnel. Women in positions of power are deemed role model by the women around them. Such a mentality attracts a desire to work harder as one would wish to be a leader like their peers. Another good thing with women in power is that they take the chance to mentor their fellow women. When women become mentored, they are likely to be more motivated (Fortune Magazine, 2006). With the current trends where people are working from home, women aught not skip any level of career echelon due to parenting. The COVID-19 pandemic has vindicated that one can work from home, yet be equally productive. Giving women opportunities in the organizations automatically see their numbers increase in the top position jobs (Fortune Magazine, 2006). It is worthwhile noting that most women are known to be meritocratic. Women's belief in merit, coupled with their capability to influence, would propel women to push their careers, whether from home or physically in the office. Role models are, therefore, necessary to create a woman powered environment.

References

A level playing field. Chief Executive Officer. (2006, March 1). https://www.the-chiefexecutive.com/features/feature80/.

Elsevier. (2013). Career's barriers for women executives and the glass ceiling syndrome: the case study compares French and Turkish women executives. Procedia.

50 Most Powerful Women in Business. (2006) Fortune Magazine. https://money.cnn.com/magazines/fortune/mostpowerfulwomen/2006/.