{"id":9574,"date":"2026-08-27T12:37:25","date_gmt":"2026-08-27T12:37:25","guid":{"rendered":"https:\/\/voicit.com\/interview-questions\/leadership-interview-questions\/"},"modified":"2026-09-09T09:30:30","modified_gmt":"2026-09-09T09:30:30","slug":"leadership-interview-questions","status":"publish","type":"page","link":"https:\/\/voicit.com\/en\/interview-questions\/leadership-interview-questions\/","title":{"rendered":"Leadership Interview Questions"},"content":{"rendered":"<style>\n.ast-article-single .entry-title{max-width:820px;text-wrap:balance}\n.vq{font-family:Manrope,-apple-system,BlinkMacSystemFont,'Segoe UI',sans-serif;color:#161616;max-width:820px;margin:0;font-size:18px;line-height:1.7;counter-reset:vqq}\n.vq h2{font-size:1.5em;line-height:1.25;margin:2.4rem 0 1rem;color:#161616;text-wrap:balance}\n.vq h3{font-size:1.15em;margin:1.5rem 0 .55rem;color:#161616;text-wrap:balance}\n.vq p{margin:0 0 1.05rem}\n.vq a{color:#046bd2}\n.vq .vq-crumb{font-size:.88em;margin:0 0 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rgba(22,22,22,.4)}\n.vq--hub .vq-card b{font-size:1.06em;margin-bottom:.4rem}\n.vq--hub .vq-card>span:not(.vq-tag){flex:1}\n.vq--hub .vq-card i{margin-top:1rem;color:#161616;font-weight:700}\n\/* fuera los subrayados heredados del tema dentro de las tarjetas *\/\n.vq--hub .vq-card,.vq--hub .vq-card *,\n.vq--hub .vq-pillar,.vq--hub .vq-pillar *,\n.vq--hub .vq-relcard,.vq--hub .vq-relcard *{text-decoration:none !important}\n\/* Con una o dos gu\u00edas en un grupo, la rejilla de 3 dejaba la tarjeta sola pegada a\n   la izquierda. Se centran hasta que el grupo crezca. *\/\n.vq--hub .vq-grid:has(>:last-child:nth-child(-n+2)){grid-template-columns:repeat(auto-fit,minmax(300px,352px));\n  justify-content:center}\n.vq--hub .vq-howcard{background:#F7F7F4;border-radius:14px}\n.vq--hub .vq-cta{margin-top:3rem}\n.vq--hub .vq-author{max-width:780px;margin-left:auto;margin-right:auto}\n@media(max-width:900px){\n  .vq--hub .vq-grid,.vq--hub .vq-how{grid-template-columns:repeat(2,1fr)}\n  .vq--hub .vq-stat{padding:0 1.2rem}\n}\n@media(max-width:600px){\n  .vq--hub .vq-grid,.vq--hub .vq-how{grid-template-columns:1fr}\n  .vq--hub .vq-stats{flex-direction:column;gap:.9rem}\n  .vq--hub .vq-stat{border-right:0;padding:0}\n  body.page-id-9573 .ast-article-single .entry-title{font-size:1.9em}\n}\n@media(max-width:600px){.ast-article-single .entry-title{margin-top:1.6rem}\n.vq{padding-bottom:2.6rem;font-size:17px}.vq table{font-size:.88em}\n  .vq .vq-toc ol{columns:1}\n  .vq .vq-author{flex-direction:column;gap:.7rem}}\n<\/style>\n<div class=\"vq\" data-no-translation>\n<p class=\"vq-crumb\"><a href=\"https:\/\/voicit.com\/en\/interview-questions\/\">Interview Questions Library<\/a> &nbsp;\/&nbsp; Leadership Interview Questions<\/p>\n<div class=\"vq-byline\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.gravatar.com\/avatar\/9606a7cf8a077e463d66ccba5e8cd71f?s=96\" width=\"36\" height=\"36\" alt=\"\u00c1lvaro Arrescurrenaga\" loading=\"lazy\"><span>Updated: August 2026 \u00b7 By <b>\u00c1lvaro Arrescurrenaga<\/b>&nbsp;\u00b7 CEO of Voicit<\/span><\/div>\n<ul class=\"vq-chips\">\n<li>20 questions<\/li>\n<li>Scoring rubric 1&ndash;5<\/li>\n<li>Updated August 2026<\/li>\n<\/ul>\n<div class=\"vq-answer\"><span class=\"vq-lbl\">Short answer<\/span><\/p>\n<p>Good leadership questions ask for a specific situation the candidate led, not their philosophy of leadership. Ask what they inherited, what they decided, who pushed back, and what happened after. Score the evidence, not the confidence.<\/p>\n<\/div>\n<p>Most leadership interviews fail the same way: the candidate describes the kind of leader they&#8217;d like to be, the interviewer nods, and nobody writes down anything that can be compared later. The 20 questions below force a real example, and each one tells you what a strong answer contains and what should worry you.<\/p>\n<nav class=\"vq-toc\"><span class=\"vq-lbl\">On this page<\/span><\/p>\n<ol>\n<li><a href=\"#sec-1\">Before you ask: define what leadership means for this role<\/a><\/li>\n<li><a href=\"#sec-2\">People management questions<\/a><\/li>\n<li><a href=\"#sec-3\">Direction and decision-making questions<\/a><\/li>\n<li><a href=\"#sec-4\">Influence and cross-functional questions<\/a><\/li>\n<li><a href=\"#sec-5\">Crisis and pressure questions<\/a><\/li>\n<li><a href=\"#sec-6\">How to score the answers<\/a><\/li>\n<\/ol>\n<\/nav>\n<h2 id=\"sec-1\">Before you ask: define what leadership means for this role<\/h2>\n<p>\u00abLeadership\u00bb is not one competency. A team lead managing four engineers, a regional director and a founder-level hire need different evidence. Pick the two or three dimensions that matter for this job and ask two questions each, rather than one question about everything.<\/p>\n<div class=\"vq-tw\">\n<table>\n<tr>\n<td>Dimension<\/td>\n<td>Ask about it when the role involves<\/td>\n<td>Signal you are looking for<\/td>\n<\/tr>\n<tr>\n<td>People management<\/td>\n<td>Direct reports, performance reviews<\/td>\n<td>They have had a hard conversation and it changed something<\/td>\n<\/tr>\n<tr>\n<td>Direction setting<\/td>\n<td>Ambiguity, no clear roadmap<\/td>\n<td>They chose a path and can explain what they gave up<\/td>\n<\/tr>\n<tr>\n<td>Influence without authority<\/td>\n<td>Cross-functional work, matrix orgs<\/td>\n<td>They moved a decision they did not own<\/td>\n<\/tr>\n<tr>\n<td>Developing others<\/td>\n<td>Growing a team, succession<\/td>\n<td>Someone they hired or coached got promoted<\/td>\n<\/tr>\n<tr>\n<td>Crisis handling<\/td>\n<td>On-call, incidents, turnarounds<\/td>\n<td>They stayed specific about what they did in the first 48 hours<\/td>\n<\/tr>\n<\/table>\n<\/div>\n<h2 id=\"sec-2\">People management questions<\/h2>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about a time you had to give difficult feedback to someone on your team. What did you say?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They quote the actual words used, describe the person&#8217;s reaction, and say what changed afterwards. Specific and slightly uncomfortable.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Answers in principles (\u00abI believe in radical candour\u00bb) without a single concrete conversation.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Describe a time you had to let someone go or manage someone out. How did you handle it?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> Evidence of a fair process: documented expectations, chances to improve, and respect for the person afterwards.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Blames the person entirely, or has never had to do it and shows no awareness of what it involves.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>How did you handle a high performer who was damaging team morale?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They saw the trade-off clearly and acted rather than tolerating it because of the output.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> \u00abResults are results\u00bb \u2014 no acknowledgement that the rest of the team was paying for it.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about someone you promoted. Why them, and what happened next?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They can describe the person&#8217;s growth and their own role in it, including what they got wrong.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Takes full credit, or cannot name what the person actually improved.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>How do you decide what to delegate, and what do you keep?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> A rule they actually apply, plus an example of something they kept and regretted keeping.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Delegates everything or nothing, with no reasoning about their own bandwidth.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about someone on your team who was struggling. What did you do?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They noticed early, diagnosed the cause rather than the symptom, and can say whether it worked.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> The story ends at &#8216;I gave them feedback&#8217; with no follow-through.<\/span><\/div>\n<h2 id=\"sec-3\">Direction and decision-making questions<\/h2>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about a decision you made with incomplete information. What did you decide and what did it cost?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They name the alternative they rejected and the risk they accepted. Trade-offs, not just outcomes.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Every decision in their story turned out perfectly.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Describe a time you changed direction after committing publicly to a plan.<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They explain what evidence changed their mind and how they communicated the reversal to the team.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Frames changing their mind as weakness, or has never done it.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>What is something your team was doing that you stopped? How did you decide?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> Willingness to kill work, and a clear criterion for what was no longer worth doing.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Only adds, never removes.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Walk me through a goal you set for your team that you missed. What did you do about it?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> Ownership without self-flagellation, plus a concrete change to how they operate now.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> The miss is always explained by external factors.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>How do you set priorities when everything is labelled urgent?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> A concrete forcing mechanism \u2014 a list, a cap, a conversation with their own manager \u2014 and an example of what they said no to.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Claims to just work harder, or has never pushed back on scope.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>What did you change about how your team works in the last year?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> One specific change, why it was needed, and how they know whether it stuck.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Cannot name anything, or lists process changes with no reason behind them.<\/span><\/div>\n<h2 id=\"sec-4\">Influence and cross-functional questions<\/h2>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about a time you had to get a team you don&#8217;t manage to change what they were doing.<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> A named stakeholder, a real objection, and the argument or data that moved them.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> \u00abI escalated to my manager\u00bb as the only tool.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Describe a disagreement with a peer at your level. How did it end?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They can state the other person&#8217;s position fairly, which is the clearest sign they actually listened.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> The peer is described as irrational or political, with no steelman of their view.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>How did you get buy-in for something unpopular?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They anticipated the objection and adjusted the plan, rather than just selling harder.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Buy-in means \u00abI explained it until they agreed\u00bb.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about a time you had to lead people more experienced than you.<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They earned credibility with a specific action rather than asserting authority, and can name who was sceptical.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Leaned on the title, or dismisses the tension as a non-issue.<\/span><\/div>\n<h2 id=\"sec-5\">Crisis and pressure questions<\/h2>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Tell me about the worst week you&#8217;ve had as a manager. What happened?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> Enough detail that you can picture it, and what they did in the first hours specifically.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Cannot think of one, or picks something trivially safe.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>Describe a time you inherited a team that was struggling. What did you do first?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They diagnosed before acting, and their first move was usually listening, not restructuring.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Immediately reorganised or replaced people in week one, with no diagnosis.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>When did you last have to deliver bad news to your team? How did you frame it?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> Straight talk plus a plan. They did not hide behind company language.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> Delegated the message upward or never had to.<\/span><\/div>\n<div class=\"vq-q\"><span class=\"vq-ask\"><span>What is the hardest feedback you have received as a manager, and what did you do with it?<\/span><\/span><span class=\"vq-look\"><b>What a strong answer shows:<\/b> They can repeat the criticism in the critic&#8217;s words, which shows they heard it, and name what changed.<\/span><span class=\"vq-flag\"><b>Red flag:<\/b> The feedback they pick is a humblebrag, or nothing changed afterwards.<\/span><\/div>\n<h2 id=\"sec-6\">How to score the answers<\/h2>\n<p>Use the same scale for every candidate and write the evidence next to the score, not just the number. A score without a quote is an opinion you will not be able to defend in a debrief.<\/p>\n<div class=\"vq-tw\">\n<table>\n<tr>\n<td>Score<\/td>\n<td>What it means<\/td>\n<td>Typical evidence<\/td>\n<\/tr>\n<tr>\n<td>1<\/td>\n<td>No example<\/td>\n<td>Talks about leadership in the abstract only<\/td>\n<\/tr>\n<tr>\n<td>2<\/td>\n<td>Generic example<\/td>\n<td>A situation, but no specific actions of their own<\/td>\n<\/tr>\n<tr>\n<td>3<\/td>\n<td>Solid example<\/td>\n<td>Clear situation, their actions, a result<\/td>\n<\/tr>\n<tr>\n<td>4<\/td>\n<td>Strong example<\/td>\n<td>Above, plus the trade-off they made and what they&#8217;d change<\/td>\n<\/tr>\n<tr>\n<td>5<\/td>\n<td>Exceptional<\/td>\n<td>Above, plus evidence of a lasting change to the team or system<\/td>\n<\/tr>\n<\/table>\n<\/div>\n<div class=\"vq-cta\">\n<p><strong>Stop writing up interviews by hand.<\/strong> Voicit records the interview, transcribes it and fills your scorecard against the competencies you defined &mdash; so you can listen instead of typing.<\/p>\n<p><a href=\"https:\/\/voicit.com\/en\/human-resources\/\">See how it works<\/a><\/div>\n<h2>Frequently asked questions<\/h2>\n<div class=\"vq-faq\">\n<h3>What are the best leadership interview questions?<\/h3>\n<p>The ones that force a specific past situation: a hard piece of feedback, a decision made without enough information, a peer disagreement, a goal missed. Hypothetical questions (\u00abhow would you lead a team?\u00bb) reward preparation, not experience.<\/p>\n<h3>How do you assess leadership in someone who has never managed people?<\/h3>\n<p>Ask about influence rather than authority: a time they changed a decision they did not own, mentored someone informally, or set direction for a project. Leadership shows up before the job title does.<\/p>\n<h3>How many leadership questions should one interview include?<\/h3>\n<p>Four to six, with follow-ups. Fewer questions asked in depth beat a long list asked shallowly, because the evidence you need usually comes from the second or third follow-up.<\/p>\n<h3>Should I ask the same leadership questions to every candidate?<\/h3>\n<p>Yes. That is what makes the scores comparable. Vary the follow-ups based on what they say, but keep the core questions identical across candidates for the same role.<\/p>\n<h3>What are the 7 core skills of a leader?<\/h3>\n<p>Most frameworks converge on the same set: communication, decision-making, delegation, developing people, accountability, adaptability and strategic thinking. For an interview, they are only useful if you turn each one into a question that asks for a past situation \u2014 otherwise you are scoring vocabulary, not capability.<\/p>\n<h3>What questions should a candidate ask in a leadership interview?<\/h3>\n<p>Strong candidates ask about the things that are hard to change: how decisions get made, what happened to the last person in the role, how performance is actually measured, and what the team would say is broken. If a candidate asks none of these, that is worth noting on your scorecard too.<\/p>\n<\/div>\n<h2>Keep reading<\/h2>\n<div class=\"vq-rel-grid\"><a class=\"vq-relcard\" href=\"https:\/\/voicit.com\/en\/blog\/human-resources\/interview-questions-ask-candidates\/8291\/\">Interview questions to ask candidates: the full guide<\/a><a class=\"vq-relcard\" href=\"https:\/\/voicit.com\/en\/blog\/human-resources\/evaluate-candidate-responses\/5536\/\">How to evaluate candidates after an interview (STAR method)<\/a><a class=\"vq-relcard\" href=\"https:\/\/voicit.com\/en\/blog\/human-resources\/critical-incident-interview\/8337\/\">The behavioral event interview (BEI), step by step<\/a><\/div>\n<div class=\"vq-author\"><img loading=\"lazy\" decoding=\"async\" src=\"https:\/\/www.gravatar.com\/avatar\/9606a7cf8a077e463d66ccba5e8cd71f?s=160\" width=\"64\" height=\"64\" alt=\"\u00c1lvaro Arrescurrenaga\" loading=\"lazy\"><\/p>\n<div>\n<div class=\"vq-author-name\">\u00c1lvaro Arrescurrenaga<\/div>\n<div class=\"vq-author-role\">CEO and co-founder of Voicit<\/div>\n<p>Voicit records interviews and meetings, transcribes them and writes the report against the template each team defines. These question sets come from working with recruitment consultancies and in-house talent teams across Europe.<\/p>\n<\/div>\n<\/div>\n<\/div>\n<p><script type=\"application\/ld+json\">{\"@context\": \"https:\/\/schema.org\", \"@type\": \"FAQPage\", \"mainEntity\": [{\"@type\": \"Question\", \"name\": \"What are the best leadership interview questions?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"The ones that force a specific past situation: a hard piece of feedback, a decision made without enough information, a peer disagreement, a goal missed. Hypothetical questions (\\\"how would you lead a team?\\\") reward preparation, not experience.\"}}, {\"@type\": \"Question\", \"name\": \"How do you assess leadership in someone who has never managed people?\", \"acceptedAnswer\": {\"@type\": \"Answer\", \"text\": \"Ask about influence rather than authority: a time they changed a decision they did not own, mentored someone informally, or set direction for a project. 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If a candidate asks none of these, that is worth noting on your scorecard too.\"}}]}<\/script><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Interview Questions Library &nbsp;\/&nbsp; Leadership Interview Questions Updated: August 2026 \u00b7 By \u00c1lvaro Arrescurrenaga&nbsp;\u00b7 CEO of Voicit 20 questions Scoring rubric 1&ndash;5 Updated August 2026 Short answer Good leadership questions ask for a specific situation the candidate led, not their philosophy of leadership. Ask what they inherited, what they decided, who pushed back, and what [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":9779,"parent":9573,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-gradient":""}},"footnotes":"","rank_math_title":"20 Leadership Interview Questions + What to Look For","rank_math_description":"20 leadership interview questions with what a strong answer shows, the red flags to watch for, and a 1-5 scoring scale you can reuse with every candidate.","rank_math_focus_keyword":"leadership interview questions"},"class_list":["post-9574","page","type-page","status-publish","has-post-thumbnail","hentry"],"_links":{"self":[{"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/pages\/9574","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/comments?post=9574"}],"version-history":[{"count":23,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/pages\/9574\/revisions"}],"predecessor-version":[{"id":10082,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/pages\/9574\/revisions\/10082"}],"up":[{"embeddable":true,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/pages\/9573"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/media\/9779"}],"wp:attachment":[{"href":"https:\/\/voicit.com\/en\/wp-json\/wp\/v2\/media?parent=9574"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}