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

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.

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Interim Management Strategy as a Way of Empowering Women Leadership

Handbook of Research on New Dimensions of Gender Mainstreaming and Women Empowerment - Advances in Religious and Cultural Studies ◽

10.4018/978-1-7998-2819-8.ch018 ◽

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.

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Interim Management Strategy as a Way of Empowering Women Leadership

Research Anthology on Challenges for Women in Leadership Roles ◽

10.4018/978-1-7998-8592-4.ch035 ◽

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

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Attributions for Success and Failure of Men and Women in Leadership Positions

Psychological Reports ◽

10.2466/pr0.1994.75.3.1307 ◽

1994 ◽

Vol 75 (3) ◽

pp. 1307-1312 ◽

Cited By ~ 1

Author(s):

Kenneth S. Shultz

Keyword(s):

Task Difficulty ◽

Women In Leadership ◽

Leadership Roles ◽

Female Leaders ◽

Leadership Positions ◽

Men And Women ◽

Male And Female ◽

Female Leader ◽

Performance Ability ◽

Male Leader

Attributions for the success and failure of men and women in leadership positions were examined as a function of the subjects' attitudes towards women in leadership roles (as measured by the Women As Managers Scale of Peters, Terborg, and Taynor. 80 men and 80 women were randomly assigned to one of four conditions in which a leader's performance was described, i.e., male leader—success, male leader—failure, female leader—success, female leader—failure. Subjects then rated the importance they believed each of four factors had in determining the leader's performance (ability, effort, task difficulty, and luck). A general reluctance of subjects to make external attributions and to distinguish between male and female leaders was found.

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Representation of Women in Pain Medicine Fellowships in the United States, 2017–2018

Pain Medicine ◽

10.1093/pm/pnz274 ◽

2019 ◽

Cited By ~ 1

Author(s):

Tina L Doshi ◽

Hira C Richter ◽

Mariam Salisu ◽

Christelle Samen

Keyword(s):

United States ◽

Role Models ◽

The United States ◽

Women In Leadership ◽

Leadership Roles ◽

Pain Medicine ◽

Fellowship Program ◽

Representation Of Women ◽

Fellowship Programs ◽

And Gender

AbstractObjectiveTo quantify the representation of women trainees and faculty and to explore associations between them at Pain Medicine (PM) fellowship programs in the United States.SettingPM fellowship programs accredited by the Accreditation Council for Graduate Medical Education.MethodsAll PM programs approved for at least four fellows as of December 2017 were identified. Websites of these programs were reviewed to determine the number and gender of current fellows and faculty, and programs were contacted to verify the information.ResultsA total of 56 PM programs were eligible; of these, 48 PM programs (86%) provided information about the gender distribution of fellows. Women comprised ∼25% of PM fellows. PM programs with a female rather than male fellowship program director (PD) had 2.40 times increased odds of a female trainee. Proportion of female faculty and division chief gender were not significantly associated with trainee gender composition. The adjusted odds of a faculty member being female was 1.99 times greater for PM programs with a female vs male PD and 3.13 times greater for programs with a female vs male division chief.ConclusionsWomen are underrepresented throughout all levels of academic pain medicine. The presence of women in leadership roles is associated with higher proportions of female trainees and faculty, highlighting the need for more female role models in academic pain medicine.

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Advancing Women Leaders in Academe

Handbook of Research on Administration, Policy, and Leadership in Higher Education - Advances in Educational Marketing, Administration, and Leadership ◽

10.4018/978-1-5225-0672-0.ch012 ◽

2017 ◽

pp. 256-273

Author(s):

Cynthia Roberts

Keyword(s):

Women Leaders ◽

Role Models ◽

Individual Preference ◽

The United States ◽

Women In Leadership ◽

Leadership Roles ◽

Leadership Positions ◽

Organizational Issues ◽

Micro Level ◽

The Individual

Much has been written about the dearth of women in leadership positions within the academy both in the United States as well as abroad, however, the percentage of women in key roles continues to remain stagnant. This chapter reviews the forces at play that promote and/or hinder the advancement of women into leadership roles. Several barriers to progression have been identified in the literature ranging from implicit bias, individual preference, and struggles with work life balance to organizational issues such lack of adequate role models and a culture structured around masculine archetypes. Although much is written about programming aimed at the individual or micro level, the larger context of organizational culture must be addressed in order to effect real change. The author suggests that creating a culture of inclusion can facilitate advancement and equity and reviews aspects of the organization that can be utilized as levers for change.

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

European Radiology ◽

10.1007/s00330-019-06493-1 ◽

2019 ◽

Vol 30 (3) ◽

pp. 1644-1652 ◽

Cited By ~ 6

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.

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Explaining the Under-Representation of Women in Leadership Positions of Sport Organizations: A Symbolic Interactionist Perspective

Quest ◽

10.1080/00336297.2007.10483551 ◽

2007 ◽

Vol 59 (2) ◽

pp. 244-265 ◽

Cited By ~ 62

Author(s):

Melanie L. Sartore ◽

George B. Cunningham

Keyword(s):

Women In Leadership ◽

Sport Organizations ◽

Symbolic Interactionist ◽

Leadership Positions ◽

Representation Of Women ◽

Interactionist Perspective

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Inclusive participation, self-governance, and sustainability: Current challenges and opportunities for women in leadership of communal irrigation systems

Environment and Planning E Nature and Space ◽

10.1177/2514848620934717 ◽

2020 ◽

pp. 251484862093471

Author(s):

Laura Imburgia ◽

Henny Osbahr ◽

Sarah Cardey ◽

Janet Momsen

Keyword(s):

Water Management ◽

Irrigation Management ◽

Women In Leadership ◽

Small Scale ◽

Leadership Roles ◽

Irrigation Systems ◽

Representation Of Women ◽

Water Users ◽

Challenges And Opportunities ◽

Current Water

Genuine inclusive participation in the self-governance of communal irrigation systems remains a challenge. This article analyses the mechanisms of participation in irrigation water users’ associations (WUAs) with focus on women as leaders of those organizations by drawing on cases from a comparative, multicase mixed-method study in Ethiopia and Argentina. After having being a topic for decades in gender and development debates, in many irrigated areas of the world, WUAs continue to be male dominated at all levels, especially in influential positions. Findings in this article suggest that despite large socio-economic and cultural differences, the current water management systems in both research locations reinforce problems of unequal gender participation; women have more obstacles and constraints in establishing equal access in membership, participation, and decision making in irrigation management. The lack of inclusive participation and the low representation of women in leadership roles lead to WUAs being poorly rooted in their community of users. Incomplete social rootedness of WUAs jeopardizes their effectiveness and equality in water management and, as a result, affects long-term sustainability. Through analysis of empirical data of communal small-scale irrigation systems in both countries, the article discusses who participates, how and why they participate, and the reasons for low numbers of women in leadership roles within the WUAs. Finally, the article reflects on possible enabling conditions that could foster inclusive participation, increase the quantity and capacity of women in management and leadership roles, and the benefits this may bring to sustainable irrigation systems.

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The Next Generation of Leaders

Educational Strategies for the Next Generation Leaders in Hotel Management - Advances in Hospitality, Tourism, and the Services Industry ◽

10.4018/978-1-4666-8565-9.ch002 ◽

2015 ◽

pp. 16-42 ◽

Cited By ~ 10

Author(s):

Ben Tran

Keyword(s):

Corporate Culture ◽

Hospitality Industry ◽

Business Environment ◽

Women In Leadership ◽

Hotel Management ◽

Female Leaders ◽

Leadership Positions ◽

Female Executives ◽

Global Business ◽

Male And Female

The low number of female (expatriate) leaders in today's hotel management industry within the global business environment is a concern to most scholars writing on female executives. Most studies focus on the difficulties women face, while a minority of them examine the sources of their success. For academicians, it has been proven time and time again that differences between male and female do not warrant the fact that there are less women in leadership positions in the hotel and hospitality industry due to the claim that men are more qualified than women. For practitioners, however, many organizations have managed to demonstrate to the contrary of academicians, through the practice and maintenance of its corporate culture. The purpose of this chapter is to address two sets of stereotypes about female leaders in the hotel management industry: 1) the glass ceiling, the glass cliff, the glass border, and the pink collar ghetto or patterns of employment ghettos; and 2) the three persistent myths regarding female leaders in the hotel management industry.

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Mentoring, Sponsorship, and Gender

Social Justice and Putting Theory Into Practice in Schools and Communities - Advances in Educational Technologies and Instructional Design ◽

10.4018/978-1-5225-9434-5.ch013 ◽

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.

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