No! Gender bias and glass ceiling effect is not a thing of the past.

The modern workplace

woman is still faced with subtle gender bias that persists in organizations. Traditional
methods like mentoring and leadership development programs are in place in most
organizations but they are still not sufficient. In this regard, what in your opinion is the reason
for the existence of this subtle gender bias, called the second-generation Gender Bias in the
article?

Unlike first generation gender discrimination (intentional acts of bias against women),
women in today's workforce, especially those working in traditionally male-dominated fields
experience a much more camouflaged second generation gender bias that impedes their
advancement. Work cultures and practices appear neutral and natural on the face, yet they
reflect masculine values and male dominance. There are uncountable reasons or dynamics
for its existence; some of them which I feel as most dominant are listed below
Double-blinds
One common dynamic is the way in which leadership tends to be judged in the workplace.
"Good" leaders are expected to be self-confident, strong, confident, and assertive. Yet, when
women act strong, confident, and assertive, they're often perceived and judged as arrogant,
abrasive, uncaring, self-promoting, and aggressive. Women in positions of authority who
enact a conventionally feminine style may be liked but are not respected. When they act in
more collaborative ways, they're viewed as not possessing "good" leadership skills. They are
deemed too emotional to make tough decisions and too soft to be strong leaders.
Work-life balance
Most businesses have policies to be sensitive to work/life balance issues (paid family leaves,
flex schedules etc.). However, favor is still shown to those workers whose work habits
encapsulate as an "ideal worker" i.e. someone who puts work before family, works long
hours, and doesn't take much time off for personal matters. As most women are still primarily
responsible for child care, family care, and home care, the edge often goes to males who don't
typically assume these type of responsibilities.
Gender-stereotype
It is "false representation or misrepresentation of reality based on gender that unconsciously
govern our thoughts and actions." Gender stereotypes can have a powerful influence over the
way women are viewed by their colleagues, both male and female. E.g. women are typically
viewed as having better "taking care" skills (supportive, encouraging) whereas men are
generally viewed as having better "take charge" skills (problem-solving, assertiveness,
influence).
Comeback
Women who leave work after having a child sometimes tend to off-ramp far longer and have
less success in finding a job when theyre ready to go back to work. Post-recession, fewer
mothers who left the workforce are having an even tougher time getting back in. Bias against
working mothers is generally more extreme than bias against working fathers. Men are more
likely than women to face penalties if they take parental leave or flex-time benefits.
Lack of networks and sponsors
Informal networks are a precious resource for would-be leaders, yet differences in mens and
womens organizational roles, career prospects, and proclivity to interact with others of the
same gender, result in weaker networks for women especially lack of influential colleagues or
efficacious connections. Mens networks provide more informal help than womens do, and
men are more likely to have mentors who help them get promoted. Meanwhile, men in
positions of power tend to direct developmental opportunities to junior men, whom they view
as more likely than women to succeed.

Also, suggest suitable measures to reduce this bias and improve womens access to leadership
positions in the organizational hierarchy.

Getting into a leadership role involves a fundamental identity shift. Internalizing a sense of
oneself as a leader is an iterative process. A person asserts leadership by taking purposeful
action. Others affirm or resist the action, thus encouraging or discouraging subsequent
assertions. These interactions demonstrate the persons leadership as viewed by self and
others. Below are the key measures to reduce gender bias and improve womens access to
leadership roles
Awareness and Training
The first step to short-circuiting these invisible barriers is knowledge and awareness. As
second generation gender biases are largely invisible, there are misperceptions that gender
bias doesnt even exist. Workplace education and training can go a long way in helping
coworkers and bosses understand the new face of gender bias and its differential impact on
men's and women's careers. When women recognize the subtle and pervasive effects of
second-generation bias, they feel empowered, not victimized, because they can take action to
counter those effects.
Calling attention
Calling attention to gender bias when it occurs can sometimes be an effective tool for
reducing or eliminating it. In some instances, there may be backlash, but the alternative is to
prolong the life of something that should have died long ago. In addition, some instances of
gender bias are unintentional and unrecognized by the perpetrator. By calling attention to
what is happening when it happens, the perpetrator will either learn from it or at least may
think twice before doing it again, recognizing that you're not going to silently stand by and let
it continue.
Lean-in
Women should put themselves forward for leadership roles when they are qualified but
overlooked. They can seek out sponsors and networks to support them in those roles. They
can negotiate for work arrangements that fit both their lives and their organizations
performance requirements. In short they must lean in.
Transparency
Companies should provide clear criteria for developmental assignments, be transparent about
how high potential is evaluated, and give direction as to what experiences best increase a
persons potential. Such transparencies would put more women in leadership roles. 360
degree evaluations discovered that women are rated higher in fully 12 of the 16 competencies
that go into outstanding leadership. Women are gaining speed globally where the race for
talent is tight. Female leaders are better than their male peers on traits like empathy,
influence, and conflict management, and are self-aware. Strategic alliances can make or break
female leaders.

As more and more women move into upper level management and executive positions
despite the odds against them, these gender-biased perceptions and workplace practices
should begin to slowly disappear. The next generation is termed as children of the gender
revolution that hold high hopes for a world unrestricted by rigid gender roles. Hopefully, the
unique qualities of women will no longer be devalued and punished, but instead will be
respected and embraced.