scholarly journals Women in radiology: gender diversity is not a metric—it is a tool for excellence

2019 ◽  
Vol 30 (3) ◽  
pp. 1644-1652 ◽  
Author(s):  
Rahel A. Kubik-Huch ◽  
Valérie Vilgrain ◽  
Gabriel P. Krestin ◽  
Maximilian F. Reiser ◽  
Ulrike I. Attenberger ◽  
...  
Keyword(s):  
Gender Gap ◽  
Role Models ◽  
Gender Diversity ◽  
Unconscious Bias ◽  
Leadership Positions ◽  
Representation Of Women ◽  
Gender Diverse ◽  
Future Success ◽  
Wide Range ◽  
Generational Changes

Abstract Women in Focus: Be Inspired was a unique programme held at the 2019 European Congress of Radiology that was structured to address a range of topics related to gender and healthcare, including leadership, mentoring and the generational progression of women in medicine. In most countries, women constitute substantially fewer than half of radiologists in academia or private practice despite frequently accounting for at least half of medical school enrolees. Furthermore, the proportion of women decreases at higher academic ranks and levels of leadership, a phenomenon which has been referred to as a “leaky pipeline”. Gender diversity in the radiologic workplace, including in academic and leadership positions, is important for the present and future success of the field. It is a tool for excellence that helps to optimize patient care and research; moreover, it is essential to overcome the current shortage of radiologists. This article reviews the current state of gender diversity in academic and leadership positions in radiology internationally and explores a wide range of potential reasons for gender disparities, including the lack of role models and mentorship, unconscious bias and generational changes in attitudes about the desirability of leadership positions. Strategies for both individuals and institutions to proactively increase the representation of women in academic and leadership positions are suggested. Key Points • Gender-diverse teams perform better. Thus, gender diversity throughout the radiologic workplace, including in leadership positions, is important for the current and future success of the field. • Though women now make up roughly half of medical students, they remain underrepresented among radiology trainees, faculty and leaders. • Factors leading to the gender gap in academia and leadership positions in Radiology include a lack of role models and mentors, unconscious biases, other societal barriers and generational changes.

scholarly journals Women’s role in neurosurgical research: is the gender gap improving?

2021 ◽  
Vol 50 (3) ◽  
pp. E6
Author(s):  
Marta Pastor-Cabeza ◽  
Ramon Torné ◽  
Roser García-Armengol ◽  
Belén Menéndez-Osorio ◽  
Alejandra Mosteiro-Cadaval ◽  
...  
Keyword(s):  
Gender Gap ◽  
Role Models ◽  
Gender Diversity ◽  
High Impact ◽  
Unconscious Bias ◽  
Editorial Boards ◽  
Female Candidates ◽  
Female Authors ◽  
The Us ◽  
Female Authorship

OBJECTIVEThe percentage of women publishing high-impact neurosurgical research might be perceived as a representation of our specialty and may influence the perpetuation of the existing gender gap. This study investigated whether the trend in women taking lead roles in neurosurgical research has mirrored the increase in female neurosurgeons during the past decade and whether our most prestigious publications portray enough female role models to stimulate gender diversity among the new generation of neurosurgeons.METHODSTwo of the most prominent neurosurgical journals—Journal of Neurosurgery and Neurosurgery—were selected for this study, and every original article that was published in 2009 and 2019 in each of those journals was investigated according to the gender of the first and senior authors, their academic titles, their affiliations, and their institutions’ region.RESULTSA total of 1328 articles were analyzed. The percentage of female authors was significantly higher in Europe and Russia compared with the US and Canada (first authors: 60/302 [19.9%] vs 109/829 [13.1%], p = 0.005; and senior authors: 32/302 [10.6%] vs 57/829 [6.9%], p = 0.040). Significantly increased female authorship was observed from 2009 to 2019, and overall numbers of both first and senior female authors almost doubled. However, when analyzing by regions, female authorship increased significantly only in the US and Canada. Female authors of neurosurgical research articles were significantly less likely to hold an MD degree compared with men. Female neurosurgeons serving as senior authors were represented in only 3.6% (48/1328) of articles. Women serving as senior authors were more likely to have a female colleague listed as the first author of their research (29/97 [29.9%] vs 155/1231 [12.6%]; χ2 = 22.561, p = 0.001).CONCLUSIONSAlthough this work showed an encouraging increase in the number of women publishing high-impact neurosurgical research, the stagnant trend in Europe may suggest that a glass ceiling has been reached and further advances in equity would require more aggressive measures. The differences in the researchers’ profiles (academic title and affiliation) suggest an even wider gender gap. Cultural unconscious bias may explain why female senior authors have more than double the number of women serving as their junior authors compared with men. While changes in the workforce happen, strategies such as publishing specific issues on women, encouraging female editorials, and working toward more gender-balanced editorial boards may help our journals to portray a more equitable specialty that would not discourage bright female candidates.

scholarly journals Dissecting disparity: improvements towards gender parity in leadership and on the podium within the Canadian Orthopaedic Association

2019 ◽  
Vol 4 (5) ◽  
pp. 227-232 ◽  
Author(s):  
Laurie Anne Hiemstra ◽  
Trinity Wittman ◽  
Kishore Mulpuri ◽  
Cynthia Vezina ◽  
Sarah Kerslake
Keyword(s):  
Annual Meeting ◽  
Role Models ◽  
Gender Diversity ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Male And Female ◽  
Representation Of Women ◽  
Gender Parity ◽  
Poster Presentations

ObjectivesThe purpose of this paper was to analyse the 15-year trend of women in leadership roles within the Canadian Orthopaedic Association (COA). This included not only leadership positions at the committee level in the association but also the more visible podium positions in the annual meeting programme: research podium and poster presentations, session moderators, panellists and faculty.MethodsData on the numbers of male and female members were gathered from COA membership records for the most recent 5 years (2014–2018), as well as for 10 years previous (2009) and 15 years previous (2004). Male and female representation on COA committees, as well as the number of presenters at the annual meeting was calculated. Descriptive data were generated to compare the changes in gender representation over time.ResultsIn Canada, in 2018, 11.2% of orthopaedic surgeons were female. Within the COA, 17.6% of the members are female, with active female surgeons comprising 11.6% of the total membership. The largest increase in representation of women within the COA is in the trainee category which is 25.3% female. At the 2018 annual meeting, 25% of the attendees were women, with 22% of all podium appearances by women. Not including research presentations, women participated as faculty in 11% of the appearances at the 2018 annual meeting.ConclusionIn conclusion, gender parity is not yet a reality in Canadian orthopaedics; however, the number of females in leadership roles and on the podium is consistent with the current gender diversity within the COA membership. Further efforts will be required to improve gender diversity as well as to encourage female medical students to consider orthopaedics as a specialty. The availability of female role models that are visible on the podium and in leadership positions may be one strategy to encourage the journey toward gender parity.

Interim Management Strategy as a Way of Empowering Women Leadership

2020 ◽  
pp. 328-345
Author(s):  
Nermin Kişi
Keyword(s):  
Decision Making ◽  
Gender Gap ◽  
Management Strategies ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Women Leadership ◽  
Representation Of Women ◽  
Interim Management ◽  
Decision Making Processes

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Interim Management Strategy as a Way of Empowering Women Leadership

2021 ◽  
pp. 640-657
Author(s):  
Nermin Kişi
Keyword(s):  
Decision Making ◽  
Gender Gap ◽  
Management Strategies ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Women Leadership ◽  
Representation Of Women ◽  
Interim Management ◽  
Decision Making Processes

Although major steps have been taken to increase inclusive representation of women in the workforce, there is a significant gender gap in achieving leadership roles in both developed and developing regions. In particular, many women around the world face serious challenges that prevent them from moving to leadership positions. Women's empowerment approaches are needed in order to have equal access to resources, to participate in decision-making processes, and to support career advancement. Within this context, interim management strategies can be considered as one of the empowering opportunities for women leadership. The purpose of this chapter is to explore the role of interim management on women leaders' empowerment. This is the first attempt that evaluates the notion of interim management as part of empowerment of women's leadership. It is expected to add value to literature on women in leadership positions and corporate decision-making.

Japan's Far More Female Future

2020 ◽  
Author(s):  
Bill Emmott
Keyword(s):  
Human Capital ◽  
Gender Gap ◽  
Role Models ◽  
Marriage Rate ◽  
University Education ◽  
Low Fertility ◽  
Female Leaders ◽  
Wide Range ◽  
To Come ◽  
Population Shrinking

The Japan that the world admired during the 2019 Rugby World Cup is a model of social stability, resilience, and efficiency. But it carries important vulnerabilities, rooted in its ageing demography and a population shrinking by 500,000 a year, made much worse by a declining marriage rate and low fertility, both of which have their source in a combination of growing financial insecurity, severe gender inequality, and poor use of human capital. Over the three decades since its 1990 financial crisis it has seen a deep divide emerge in labour markets both for men and for women between the 60 per cent of ‘regular’ workers who benefit from training and security, and the 40 per cent of ‘non-regular’ workers who have a precarious, untrained, lowly paid existence. To overcome its vulnerabilities will require reforms to improve the use of the country’s superbly educated human capital, by reducing insecurity for both men and women, and by greatly narrowing the gender gap. An opportunity is presenting itself thanks to a big rise in female entry to university education during the 1990s and 2000s and to the emergence of a wide range of role models able to give inspiration and confidence to the next generation. Japan is already becoming a place with more female leaders in politics and even business, but that rise is from a very low base. If that process can be accelerated by both public policy and private action, Japan could achieve much greater social justice and sustainable prosperity in the decades to come.

scholarly journals SDG 5 and the Gender Gap in Standardization: Empirical Evidence From Germany

2020 ◽  
Vol 12 (20) ◽  
pp. 8699
Author(s):  
Philipp Heß
Keyword(s):  
Empirical Evidence ◽  
Gender Gap ◽  
Geographical Location ◽  
Women In Science ◽  
Female Representation ◽  
Leadership Positions ◽  
Technical Standards ◽  
Data Set ◽  
Representation Of Women ◽  
Engineering Mathematics

Whereas (technical) standards often affect society as a whole, they are mostly developed by men. In the context of the United Nations’ Sustainable Development Goal 5 (gender equality), this article motivates research on the gender gap in standardization, focusing in a first step on the under-representation of women in science, technology, engineering, mathematics and leadership positions as one possible cause. A novel data set of more than 8000 organizations that develop formal standards and 28,000 affiliated experts (10.5% female) confirms that women are descriptively under-represented. A logistic regression shows that organizations’ size, industry, and geographical location are significant factors that are associated with representation by female standardizers. Standard-development for construction, mechanical and electrical engineering is especially male-dominated, while the east of Germany shows more female representation than the west. The presented empirical evidence of female under-representation suggests a need for standard-setting organizations to expand their focus from considering gender in standards documents to actively promoting female participation in their committees. It further adds to the debate on stakeholder representation in standardization and its legitimacy as a co-regulative system in the EU.

Gender Diversity Effects in Investment Decisions

2021 ◽  
Vol 30 (1) ◽  
pp. 134-152
Author(s):  
Lennard Hohl ◽  
Peter M. Bican ◽  
Carsten C. Guderian ◽  
Frederik J. Riar
Keyword(s):  
Gender Gap ◽  
Role Models ◽  
Business Models ◽  
Gender Diversity ◽  
Investment Decisions ◽  
Entrepreneurial Intentions ◽  
Success Rates ◽  
Business Angels ◽  
Female Entrepreneurs ◽  
Angel Investment

This study examines the gender gap in investment decisions in a prominent setting: the American TV show Shark Tank. Our study is based on a sample of 895 pitches from 10 seasons comprising 222 episodes from 2009 to 2019. Contradicting prior research, our findings suggest that female entrepreneurs are not discriminated against in pitch success rates, independent of their respective industrial settings. We find that the valuations from the entrepreneurs themselves (males overvalued their ventures by 57.19%) and final deal valuations (male deals were overvalued by 50.50%) are significantly lower for females, hinting towards a self-imposed gender gap in entrepreneurship and angel investing. As the gender gap in entrepreneurship and angel investment seems to result from a lower rate of entrepreneurial intentions by women, we suggest fostering female entrepreneurship by raising the number of female entrepreneurs and business angels who may serve as role models among those potential female entrepreneurs and business angels at the brink of becoming actual entrepreneurs, as demonstrated in Shark Tank. Particularly, in teams, mixed founder teams consisting of males and females may support the creation of promising start-ups with viable business models.

scholarly journals Female Leadership and Gender Gap within Firms: Evidence from an Italian Board Reform

ILR Review ◽  
2020 ◽  
pp. 001979392096199
Author(s):  
Agata Maida ◽  
Andrea Weber
Keyword(s):  
Gender Gap ◽  
Gender Diversity ◽  
Limited Liability ◽  
Spillover Effects ◽  
Female Leadership ◽  
Corporate Boards ◽  
Firm Level ◽  
Representation Of Women ◽  
Italian Law ◽  
Gender Quota

The authors evaluate a 2011 Italian law that installed a step-wise increase in gender quota that remains effective for three consecutive board renewals of listed limited liability firms. They link firm-level information on board membership and board election dates with detailed employment and earnings records from the Social Security registers. Exploiting the staggered introduction of the gender quota regulation and variation in board renewal years across firms, the authors evaluate the effect of the board gender composition on measures of gender diversity in top positions over a period of four years. While the reform substantially raised the female membership on corporate boards, results show only moderate and imprecisely estimated spillover effects on the representation of women in top executive or top earnings positions.

scholarly journals Gender-diverse boards get better performance on mergers and acquisitions

2020 ◽  
Vol 17 (4, Special Issue) ◽  
pp. 222-233 ◽  
Author(s):  
Nivo Ravaonorohanta
Keyword(s):  
Gender Diversity ◽  
Value Added ◽  
Corporate Boards ◽  
Representation Of Women ◽  
Female Directors ◽  
Gender Diverse ◽  
Women On Boards ◽  
And Gender ◽  
Board Gender Diversity ◽  
Executive Teams

In recent years, the composition of boards, particularly the appointment of female directors to the boardroom has attracted significant political and social debate. Despite several studies that have examined links between the representation of women on boards and the corporate performance, research on the board gender diversity in merger contexts is limited. We assess whether the presence of women on corporate boards affects merger and acquisition (M&A) performance. Using acquisition bids by public Canadian companies during 2012-2017, we find that an increasing number of female directors in acquiring companies is associated with an enhanced merger performance and a reduced bid premium. After controlling for gender diversity on executive teams, the value added by having women on boards is particularly noticeable when acquiring firms have few women in the executive teams, and where overconfidence is prevalent. Thus, there is a substitutive relation between gender diversity on the board and gender diversity on the executive team.

scholarly journals An International Perspective on Under-representation of Female Leaders in Kenya’s Primary Schools

2008 ◽  
Vol 37 (1) ◽  
Author(s):  
Bosire Mwebi ◽  
Angeliki Lazaridou
Keyword(s):  
Role Models ◽  
Primary Schools ◽  
School Administrators ◽  
Cultural Beliefs ◽  
International Perspective ◽  
Female Leaders ◽  
Leadership Positions ◽  
Family Obligations ◽  
The Public ◽  
Representation Of Women

Studies of school administrators in North America, Europe, and Australia have shown consistently that women, although a majority in the teaching force, are under-represented in leadership positions. This study examine whether the factors associated with under-representation of women in school administration in Kenya are the same as they are in other countries. The female participants identified six barriers. These are, family obligations, cultural beliefs, unethical recruitment practices, lack of networking, low expectation of success, lack of role models and mentors. The participants further identified four areas for improvements. These are, educating the public, training and exemplars, and recruitment. Les recherches sur les administrateurs des écoles en Amérique du Nord, en Europe, et en Australie ont montré régulièrement que les femmes, qui pourtant font la majorité de l'effectif des enseignants, sont toujours sous-représentées dans les positions de dirigeants. Cette recherche a pour but d'examiner si les facteurs associés à cette sous représentation sont les mêmes que dans les autres pays. Les participantes à cette recherche ont identifié six obstacles. Ce sont: les obligations familiales, les croyances culturelles, les pratiques peu éthiques de recrutement, le manque de gestion de réseau, une espérance non élevée de succès, et le manque de modèles à émuler ou de mentors. Les participantes ont ensuite identifié quatre domaines où l'on pourrait effectuer les améliorations. Ce sont: l'éducation du public, la formation, des modèles, et le recrutement.

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