Gynecologic Surgery and Obstetrics Leadership Roles in Academic Military Treatment Facilities by Subspecialty and Gender

2021 ◽  
Author(s):  
Lisa M Foglia ◽  
Alison L Batig
Keyword(s):  
Residency Program ◽  
Department Chairs ◽  
Program Directors ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Treatment Facilities ◽  
And Gender ◽  
Residency Program Directors ◽  
Military Treatment Facilities

ABSTRACT Introduction Gender distribution in academic ob-gyn leadership positions has previously been examined in the civilian sector, but not in military medicine. Objective To characterize the distribution of department-level leadership positions by gender and subspecialty in academic military facilities in comparison to those reported in the civilian sector. Methods This is an observational cross-sectional study. We queried military obstetrics and gynecology (ob-gyn) specialty consultants, for title and gender of personnel assigned to academic military treatment facilities. Roles were characterized by gender and subspecialty, and the proportion of female leaders was compared to published civilian leadership data. Results Women comprised 25% of Department Chairs, 45% of Assistant Chairs, and 42% of Division Directors. In educational leadership roles, women comprised 25% of Residency Program Directors, 0% of Fellowship Directors, and 62% of medical Student Clerkship Directors. Female department chairs were most often uro-gynecologists (44%) followed by specialists in ob-gyn (37%). Most female residency program directors were specialists in general obstetrics and gynecology. The proportion of women in leadership roles in military departments was not different than in the civilian sector. Conclusion In contrast to civilian academic leadership positions, Department Chairs were most likely to be uro-gynecologists. Similar to civilian programs, women remain underrepresented as chairs, Assistant Chairs, Fellowship Directors, and Division Directors and similarly represented as Residency Program Directors. Despite a smaller pool of women available to fill academic leadership positions in military ob-gyn departments, the proportion of women in leadership roles reaches parity with the civilian sector. This suggests that a greater proportion of women rise to leadership positions in military academic ob-gyn departments than in the civilian sector.

Mentoring, Sponsorship, and Gender

2020 ◽  
pp. 198-207
Author(s):  
Karen P. Burke ◽  
Lori E. Ciccomascolo
Keyword(s):  
United States ◽  
The United States ◽  
Women In Leadership ◽  
Professional Lives ◽  
Leadership Roles ◽  
Leadership Positions ◽  
College And University ◽  
Education Careers ◽  
The Status ◽  
And Gender

The lack of women in leadership roles is a systemic problem in the United States and is not unique to the field of education; however, it is important to continue to challenge the status quo and provide a path for women to achieve equality and equity in the workplace. The following chapter will identify and discuss the importance of mentoring and sponsorship so that women pursuing education careers, novice women teachers, and women college, and university faculty and staff can actively and better position themselves to move into leadership positions and/or ensure a “seat at the table” in situations where decisions are made that affect their personal and professional lives.

Stereotyping and women's roles in leadership positions

2014 ◽  
Vol 46 (6) ◽  
pp. 332-337 ◽  
Author(s):  
Cortney Baker
Keyword(s):  
Literature Review ◽  
Leadership Skills ◽  
Women In Leadership ◽  
Leadership Traits ◽  
Leadership Roles ◽  
Leadership Positions ◽  
Leadership Performance ◽  
Content Type ◽  
Current Trends ◽  
And Gender

Purpose – The purpose of this paper is to provide a literature review of current trends with regard to women in leadership positions. Women are increasingly reported as having excellent leadership skills. In fact, women, more than men, are praised for having traits and styles that are associated with effective leadership performance. Design/methodology/approach – The design of this paper was a literature review of current research on gender differences in men and women in top leadership roles. Findings – Despite the evidence that women are capable of being top performers, women are still not attaining top-level leadership positions in comparison to their male peers. This paper will consider some of the reasons that women have difficulty in climbing the corporate ladder as well as discuss stereotyping and gender as it relates to leadership traits. Social implications – As a result of this paper, employers are encouraged to hire and promote women into their corporations top leadership positions. Originality/value – This paper further contributes to the discussion of women in leadership and the disparity that continues in having women employed in the upper echelons of corporations. The value of this paper is to provide employers further evidence that women comprise skillsets that necessary for company advancement.

scholarly journals Value Placed on Formal Training in Education by Pediatric Department Chairs and Residency Program Directors

2011 ◽  
Vol 3 (4) ◽  
pp. 558-561 ◽  
Author(s):  
Teri L. Turner ◽  
Mark A. Ward ◽  
Debra L. Palazzi ◽  
Martin I. Lorin
Keyword(s):  
Medical School ◽  
Residency Program ◽  
Department Chairs ◽  
Program Directors ◽  
The United States ◽  
School Level ◽  
Formal Training ◽  
Clinical Faculty ◽  
Pediatric Department ◽  
Residency Program Directors

Abstract Background While much is known about how educational leaders at the medical school level (eg, deans) view the importance of formal training in education for medical school teachers, little is known about how leaders at the clinical level (eg, department chairs) view such training. We sought to determine how pediatric department chairs and residency program directors view the value of formal training in education, such as that at a Master of Education (MEd) level, and to estimate the number of clinical pediatric faculty with or pursuing such training. Methods A survey designed to assess the value placed on formal training in education and to estimate the number of clinical faculty with or pursuing such training was mailed to pediatric department chair persons and residency program directors at all 131 allopathic medical schools in the United States and Puerto Rico. Results Eighty department chairs (61%) responded, and most indicated that when hiring new faculty, they view an applicant with an MEd as having an advantage. Both chairs and residency directors considered an MEd to be advantageous for a residency director by a ranking of 4.5 and 4.2, respectively, on a scale of 1 to 5 (P  =  .008). Of the 80 chairs who responded, 58.8% of respondents reported one or more faculty in their department had or was pursuing an MEd. Of the 72 responding residency directors (55%), 11 respondents (15.3%) indicated that they had an MEd. Conclusion More than half the medical school pediatric chairs responding to the survey had one or more clinical faculty with or pursuing an MEd in their departments. Survey results indicated that such training is valued by both department chairs and residency directors. Given the time and expense involved in obtaining an MEd, awareness of these data may be helpful to those considering pursuing, offering, or requiring such training.

scholarly journals A comparison of orthopaedic surgery and internal medicine perceptions of USMLE Step 1 pass/fail scoring

2021 ◽  
Vol 21 (1) ◽  
Author(s):  
Frederick Mun ◽  
Alyssa R. Scott ◽  
David Cui ◽  
Erik B. Lehman ◽  
Seong Ho Jeong ◽  
...  
Keyword(s):  
Internal Medicine ◽  
Extracurricular Activities ◽  
Residency Program ◽  
Medical Schools ◽  
Program Directors ◽  
Program Director ◽  
Personal Knowledge ◽  
Clinical Knowledge ◽  
Alpha Omega ◽  
Residency Program Directors

Abstract Background United States Medical Licensing Examination Step 1 will transition from numeric grading to pass/fail, sometime after January 2022. The aim of this study was to compare how program directors in orthopaedics and internal medicine perceive a pass/fail Step 1 will impact the residency application process. Methods A 27-item survey was distributed through REDCap to 161 U.S. orthopaedic residency program directors and 548 U.S. internal medicine residency program directors. Program director emails were obtained from the American Medical Association’s Fellowship and Residency Electronic Interactive Database. Results We received 58 (36.0%) orthopaedic and 125 (22.8%) internal medicine program director responses. The majority of both groups disagree with the change to pass/fail, and felt that the decision was not transparent. Both groups believe that the Step 2 Clinical Knowledge exam and clerkship grades will take on more importance. Compared to internal medicine PDs, orthopaedic PDs were significantly more likely to emphasize research, letters of recommendation from known faculty, Alpha Omega Alpha membership, leadership/extracurricular activities, audition elective rotations, and personal knowledge of the applicant. Both groups believe that allopathic students from less prestigious medical schools, osteopathic students, and international medical graduates will be disadvantaged. Orthopaedic and internal medicine program directors agree that medical schools should adopt a graded pre-clinical curriculum, and that there should be a cap on the number of residency applications a student can submit. Conclusion Orthopaedic and internal medicine program directors disagree with the change of Step 1 to pass/fail. They also believe that this transition will make the match process more difficult, and disadvantage students from less highly-regarded medical schools. Both groups will rely more heavily on the Step 2 clinical knowledge exam score, but orthopaedics will place more importance on research, letters of recommendation, Alpha Omega Alpha membership, leadership/extracurricular activities, personal knowledge of the applicant, and audition electives.

scholarly journals Teaching Ethics and Professionalism: A National Survey of Ophthalmology Residency Program Directors

2021 ◽  
Vol 13 (01) ◽  
pp. e88-e94
Author(s):  
Alyssa M. Kretz ◽  
Jennifer E. deSante-Bertkau ◽  
Michael V. Boland ◽  
Xinxing Guo ◽  
Megan E. Collins
Keyword(s):  
Residency Program ◽  
Online Survey ◽  
Optimal Strategies ◽  
Program Directors ◽  
Global Evaluation ◽  
Teaching Ethics ◽  
Residency Programs ◽  
Unprofessional Behavior ◽  
Residency Program Directors ◽  
Trainee Competence

Abstract Background While ethics and professionalism are important components of graduate medical education, there is limited data about how ethics and professionalism curricula are taught or assessed in ophthalmology residency programs. Objective This study aimed to determine how U.S. ophthalmology residency programs teach and assess ethics and professionalism and explore trainee preparedness in these areas. Methods Directors from accredited U.S. ophthalmology residency programs completed an online survey about components of programs' ethics and professionalism teaching curricula, strategies for assessing competence, and trainee preparedness in these areas. Results Directors from 55 of 116 programs (46%) responded. The most common ethics and professionalism topics taught were informed consent (38/49, 78%) and risk management and litigation (38/49, 78%), respectively; most programs assessed trainee competence via 360-degree global evaluation (36/48, 75%). While most (46/48, 95%) respondents reported that their trainees were well or very well prepared at the time of graduation, 15 of 48 (31%) had prohibited a trainee from graduating or required remediation prior to graduation due to unethical or unprofessional conduct. Nearly every program (37/48, 98%) thought that it was very important to dedicate curricular time to teaching ethics and professionalism. Overall, 16 of 48 respondents (33%) felt that the time spent teaching these topics was too little. Conclusion Ophthalmology residency program directors recognized the importance of an ethics and professionalism curriculum. However, there was marked variation in teaching and assessment methods. Additional work is necessary to identify optimal strategies for teaching and assessing competence in these areas. In addition, a substantial number of trainees were prohibited from graduating or required remediation due to ethics and professionalism issues, suggesting an impact of unethical and unprofessional behavior on resident attrition.

scholarly journals Engage me: Will residency program directors listen?

2021 ◽  
pp. 102549
Author(s):  
Sruthi Selvakumar ◽  
Mark McKenney ◽  
Adel Elkbuli
Keyword(s):  
Residency Program ◽  
Program Directors ◽  
Residency Program Directors

scholarly journals Exploring Residency Program Directors, Preceptors, and Residents' Intentions to Participate in Multicenter Pediatric Pharmacy Resident Research Projects

2021 ◽  
Vol 26 (7) ◽  
pp. 708-717
Author(s):  
Peter N. Johnson ◽  
Brittany Powers Shaddix ◽  
Brandi M. Weller ◽  
Alexandra Oschman ◽  
David George ◽  
...  
Keyword(s):  
Focus Groups ◽  
Residency Program ◽  
Program Directors ◽  
Subjective Norms ◽  
Mitigation Strategies ◽  
Research Projects ◽  
Research Experience ◽  
Resident Research ◽  
Salient Beliefs ◽  
Residency Program Directors

OBJECTIVE The purpose was to explore preceptors, residency program directors (RPDs), and residents' beliefs and intentions in participating in multicenter pediatric resident research projects (PRRPs). METHODS This exploratory qualitative study used the theory of planned behavior to explore beliefs, attitudes, and intentions toward participation in a multicenter PRRP. Two focus groups were formed: RPDs/preceptors and pharmacy residents. The primary objective was to identify attitudes/salient beliefs, subjective norms, and perceived behavioral controls regarding participation in multicenter PRRPs. The secondary objectives included identifying potential barriers and mitigation strategies for multicenter PRRPs. Descriptive statistics and a thematic analysis were performed. RESULTS The 2 focus groups included 24 participants: RPDs/preceptors (n = 16) and pharmacy residents (n = 8). The RPD/preceptor group had a mean of 7.4 ± 5.4 years of research experience; all residents had prior research experience as students. Participants shared and contrasted their salient beliefs, subjective norms, and perceived behavioral control beliefs about logistical challenges, networking, mentoring, sample size, collaboration, workload, shared responsibilities for data collection and the institutional review board application, and resources associated with participation in multicenter PRRPs. Other items that participants felt were important were discussion of authorship order and dedicated research time for residents. CONCLUSIONS Participants provided favorable comments toward multicenter PRRPs but acknowledged some barriers. The resident, preceptor, and RPD intention to participate in multi-center PRRPs is very likely if they perceive this as an opportunity for increased networking and mentorship, increased likelihood of publication, enhanced research skill experience, and shared resources and responsibilities.

scholarly journals National survey of Canadian residents and program directors regarding parental leave during residency

2020 ◽  
Author(s):  
Karen Willoughby ◽  
Marie Julien ◽  
Benjamin Rich Zendel ◽  
Vernon Curran
Keyword(s):  
Return To Work ◽  
Residency Program ◽  
Parental Leave ◽  
Average Duration ◽  
Program Directors ◽  
Work Hours ◽  
Medical Resident ◽  
The Mean ◽  
Almost All ◽  
Residency Program Directors

Background: Despite the advantages of having a child as a medical resident, the transition back to residency after parental leave can be challenging. This study is the first to investigate this issue using a nation-wide Canadian sample of both residents and program directors. Method: A questionnaire was developed and made available online. Respondents included 437 female residents, 33 male residents, and 172 residency program directors. The mean length of parental leave was nine months for female residents and six weeks for male residents. Almost all female residents (97.5%) breastfed with an average duration of 12 months. The top challenges reported by residents were feeling guilty for being away from their family, long and unpredictable work hours, sleep deprivation, and finding time to study. When female residents and program directors were matched to both school and program (N = 99 pairs), there was no difference in the total number of challenges reported, but program directors reported offering significantly more accommodations than female residents reported being offered, t(196) = 13.06, p < .001. Results: Our data indicate there is a need for better communication between resident parents and program directors, as well as clear program-specific parental leave policies, particularly for supporting breastfeeding mothers as they return to work.

scholarly journals Leadership Pathways in Academic Family Medicine: Focus on Underrepresented Minorities and Women

2020 ◽  
Vol 52 (2) ◽  
pp. 104-111 ◽  
Author(s):  
Catherine Coe ◽  
Cleveland Piggott ◽  
Ardis Davis ◽  
Mary N. Hall ◽  
Kristen Goodell ◽  
...  
Keyword(s):  
Leadership Development ◽  
Family Medicine ◽  
Department Chairs ◽  
Task Force ◽  
Gender Diversity ◽  
Medical Student Education ◽  
Underrepresented Minorities ◽  
Leadership Positions ◽  
Development Programming ◽  
And Gender

Background and Objectives: Leadership positions in academic medicine lack racial and gender diversity. In 2016, the Council of Academic Family Medicine (CAFM) established a Leadership Development Task Force to specifically address the lack of diversity among leadership in academic family medicine, particularly for underrepresented minorities and women. approach: The task force was formed in August 2016 with members from each of the CAFM organizations representing diversity of race, gender, and academic position. The group met from August 2016 to December 2017. The task force reviewed available leadership development programming, and through consensus identified common pathways toward key leadership positions in academic family medicine—department chairs, program directors, medical student education directors, and research directors. consensus development: The task force developed a model that describes possible pathways to several leadership positions within academic family medicine. Additionally, we identified the intentional use of a multidimensional mentoring team as critically important for successfully navigating the path to leadership. Conclusions: There are ample opportunities available for leadership development both within family medicine organizations and outside. That said, individuals may require assistance in identifying and accessing appropriate opportunities. The path to leadership is not linear and leaders will likely hold more than one position in each of the domains of family medicine. Development as a leader is greatly enhanced by forming a multidimensional team of mentors.

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