Women’s Leadership in HF/E: Past, Present and Future

2018 ◽  
Vol 62 (1) ◽  
pp. 1572-1574 ◽  
Author(s):  
Gabriella M. Hancock ◽  
Kimberly Stowers ◽  
Ellen J. Bass ◽  
Nancy Cooke ◽  
Haydee M. Cuevas ◽  
...  
Keyword(s):  
Professional Development ◽  
Career Paths ◽  
Women's Leadership ◽  
Women In Leadership ◽  
Female Leadership ◽  
Leadership Roles ◽  
General Audience ◽  
Representation Of Women ◽  
Human Factors And Ergonomics ◽  
To Come

The objective of this panel is to discuss professionalism and leadership in human factors and ergonomics, namely as they pertain to women in the field. As part of this panel, we aim to provide opportunities and guidance for extending the representation of women in leadership roles throughout the field. The panel will be led by Gabriella Hancock and Kimberly Stowers who will introduce the panel and its role in the HF/E Women’s Organization for Mentoring and Networking’s larger campaign to foster professional development for future leaders. Panelists will offer their unique perspective(s) on leadership and professional development leveraging their diverse training(s), experiences, career paths, and perspectives on leadership. Members of the audience are encouraged to come prepared with questions for panelists to better learn the panelists’ thoughts, opinions, and strategies concerning what could and should be done to encourage female leadership in the future. Drs. Hancock and Stowers will foster discussion amongst the panelists, and invite questions and participation from the general audience.

scholarly journals How Job Sharing Can Lead to More Women Achieving Senior Leadership Roles in Higher Education: A UK Study

2019 ◽  
Vol 8 (7) ◽  
pp. 209 ◽  
Author(s):  
Emma Watton ◽  
Sarah Stables ◽  
Steve Kempster
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Positive Impact ◽  
Women In Leadership ◽  
Female Leadership ◽  
Leadership Roles ◽  
Representation Of Women ◽  
Leadership Pipeline ◽  
Management Roles ◽  
Job Sharing

This article explores the opportunity that job sharing offers as a way of encouraging more women into senior management roles in the higher education sector. There is a scarcity of female leadership representation in the higher education context, in particular a lack of female leadership pipeline. The article examines the underlying influences that limit the representation of women in leadership roles. To address these contextual limitations the process of job sharing is offered as a possible solution for harnessing the skills and talents of women in leadership positions in higher education and enabling the development of a leadership pipeline. To illustrate how such job sharing could occur the article provides a detailed vignette of a job share between two senior women leaders within a single UK university context and the positive impact this had on the organisation, the individuals and their leadership development. This article seeks to make a contribution by exploring how leadership job sharing can occur and sets out some recommendations for the adoption, negotiation and establishment of job share structures in the future.

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

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.

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.

scholarly journals Women in veterinary leadership positions: their motivations and enablers

2019 ◽  
Vol 186 (5) ◽  
pp. 155-155 ◽  
Author(s):  
Charlotte Tindell ◽  
Renate Weller ◽  
Tierney Kinnison
Keyword(s):  
Role Models ◽  
Future Generation ◽  
Positive Influence ◽  
Women In Leadership ◽  
Female Leadership ◽  
Leadership Roles ◽  
Motivating Factors ◽  
Female Leaders ◽  
Veterinary Profession ◽  
Veterinary Surgeons

BackgroundDespite now having higher numbers of women than men within the veterinary profession, there are substantially less women in leadership roles. Research, primarily in other professions, has focussed on barriers to leadership and sometimes overlooked facilitators and motivators. This study aimed to explore the motivating factors for female veterinary surgeons to become leaders, to identify potential strategies to increase female leadership.MethodsSixteen female leaders from academia, professional bodies, industry and clinical practice took part in semistructured interviews. Interviews were analysed using a thematic analysis approach.ResultsTwo themes were developed: ‘Potential for positive influence’ and ‘Requirement of external enablers’. Participants wanted to influence change for themselves, including work-life balance and developing their role, and for others through a position of influence. They wanted to inspire and mentor the future generation of leaders. External enablers allowed this transition to occur, including formal mentors and informal support systems, opportunities for growth and increased responsibility, and leadership training.ConclusionPotential strategies to increase female leaders include the promotion of female role models, increasing awareness of training and increasing work flexibility. The profession could improve its support of the next generation of leaders and celebrate the successful female leaders we already possess.

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.

scholarly journals Women in Leadership

2020 ◽  
Vol 33 (04) ◽  
pp. 238-242
Author(s):  
Katerina Wells ◽  
James W. Fleshman
Keyword(s):  
Gender Bias ◽  
Women In Leadership ◽  
Professional Women ◽  
Leadership Roles ◽  
Female Representation ◽  
Representation Of Women ◽  
The Past ◽  
Young Professional ◽  
Relationship Of

AbstractThe role of a surgeon is inherently that of a leader and as women become a larger minority in surgical specialties, the next step becomes greater representation of women in positions of surgical leadership. Leadership is a relationship of granting and claiming wherein society must accept that women are deserving of leadership and women must realize their rightfulness to lead. Implicit gender bias undermines this relationship by perpetuating traditional gender norms of women as followers and not as leaders. Though female representation in academia and leadership has increased over the past few decades, this process is unacceptably slow, in part due to manifestations of implicit bias including discrimination within academia, pay inequality, and lack of societal support for childbearing and childcare. The women who have achieved leadership roles are testament to woman's rightfulness to lead and their presence serves to encourage other young professional women that success is possible despite these challenges.

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

Pain Medicine ◽  
2019 ◽  
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.

scholarly journals Report on the status of women occupying leadership roles in oncology

ESMO Open ◽  
2018 ◽  
Vol 3 (6) ◽  
pp. e000423 ◽  
Author(s):  
Eva Hofstädter-Thalmann ◽  
Urania Dafni ◽  
Tamara Allen ◽  
Dirk Arnold ◽  
Susana Banerjee ◽  
...  
Keyword(s):  
Gender Gap ◽  
Women In Leadership ◽  
Leadership Roles ◽  
Management Level ◽  
R Language ◽  
Representation Of Women ◽  
Global Workforce ◽  
Minority Participation ◽  
The Status ◽  
Status Of Women

BackgroundWhile the global workforce is approaching gender parity, women occupy a small number of management level positions across most professions, including healthcare. Although the inclusion of women into the membership of many oncology societies has increased, the under-representation of women in leadership roles within international and national oncology societies remains relatively consistent. Moreover, the exact status of women participating as board members or presidents of oncology societies or as speakers at oncology congresses was undocumented to date.MethodsThe database used in this analysis was derived from data collection performed by the European Society for Medical Oncology for the years 2015–2016 and data analyses performed using the Statistical Analysis Software V.9.3 and R language for statistical computing V.3.4.0 by Frontier Science Foundation-Hellas. The literature search was performed by the authors.ResultsWe report the presence of a gender gap within oncology. Results regarding the under-representation of women occupying leadership roles in oncology show female participation as members of the board or presidents of national and international oncology societies and as invited speakers at oncology congresses remains below 50% in the majority of societies included in this analysis. Women in leadership positions of societies was associated with a higher percentage of female invited speakers at these societies’ congresses (p=0.006).ConclusionThe full contribution that can be attained from using the potential of women in leadership roles is currently under-realised. Examples of how gender and minority participation in organisations improves outcomes and creativity are provided from science, clinical practice and industry that show outcomes are greatly improved by collective participation of both men and women. Although there are programmes in place in many oncology organisations to improve this disparity, the gender gap is still there. Ongoing discussion may help to create more awareness in the effort to accelerate the advancement of women within oncology.

Women in UK Ocean Science: Experiences of female leadership roles at sea

2020 ◽  
Author(s):  
Katharine Hendry ◽  
Keyword(s):  
Female Leadership ◽  
Career Stages ◽  
Marine Science ◽  
Leadership Roles ◽  
Representation Of Women ◽  
Remote Locations ◽  
Ocean Science ◽  
Strong Representation ◽  
The Uk ◽  
Scientific Fields

<p>Women experienced significant barriers to fulfilling leadership roles in the earlier years of oceanography and marine science, in common with other scientific fields, especially those that require long expeditions away from ‘home’ and under conditions that were perceived as physically and mentally challenging. However, in recent years more women have become involved in ocean-going science, a trend that has gone hand-in-hand with adjustments in attitudes, opportunities, support during career breaks, and practical logistics on research vessels. Now, in the UK and many other countries, it has become standard to have a strong representation of women on board oceanographic expeditions, including in positions of leadership and on extended expeditions to remote locations.</p><p>Here, we have brought together a group of UK-based female oceanographers from different career stages to reflect on experiences of leadership at sea. We will share our positive stories of empowerment, evidence how diversity improves working at sea, and identify ongoing challenges that women face in marine science, and some possible solutions. Our key message is that all roles are now available to women, from chief scientist to technician, and from engineer to captain.</p>

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