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.

scholarly journals Mapping the Knowledge about the Gender of Company Executives

2021 ◽  
Vol 7 (1) ◽  
pp. 15
Author(s):  
Mercedes Rodríguez-Fernández ◽  
Eva M. Sánchez-Teba ◽  
Juan Herrera-Ballesteros
Keyword(s):  
Organizational Behavior ◽  
Web Of Science ◽  
Gender Diversity ◽  
Future Research ◽  
Leadership Positions ◽  
Units Of Analysis ◽  
And Performance ◽  
And Gender ◽  
New Research ◽  
Visualization Techniques

The purpose of this paper is to analyze the literature on Gender and Company Executives with the purpose of identifying lines on which future research could be directed in order to eradicate gender differences in the decision-making bodies of companies. A bibliometric study has been carried out on the Web of Science collection, which, after a series of filters, has given rise to a sample of 144 articles from 1992 to 2018. Keywords and bibliographic references were the units of analysis used. With this information, bibliometric maps have been created applying the methodology of co-word and co-cite, clustering, and visualization techniques. The results suggest that this is an emerging scientific area not yet sufficiently developed, hinting at new research related to topics, such as career, gender diversity and performance, gender and leadership, organizational behavior and mobility, and gender and ethics. The emergence of the concept of “glass cliff” has been detected in the literature analyzed as a sign of the risk posed to women by the access to leadership positions.

scholarly journals Top management diversity: A survey of Lebanese journalists in top media teams

2018 ◽  
Vol 16 (1) ◽  
pp. 40-49
Author(s):  
May Chidiac ◽  
Mireille Chidiac El Hajj
Keyword(s):  
Decision Making ◽  
Gender Discrimination ◽  
Social Issues ◽  
Gender Diversity ◽  
Field Studies ◽  
Top Management ◽  
Leadership Positions ◽  
Women Journalists ◽  
The Media ◽  
And Gender

The media community in Lebanon has currently recognized the importance of women journalists’ role; few papers, however, have sought to discuss why they are still underrepresented in governance positions. Despite making up a majority and being active in the media field, Lebanese women journalists are still excluded from top management positions. This paper studies the factors that hinder them from climbing the ladder to top levels. It examines the status of women journalists in leadership positions in the media field, studies the obstacles and the barriers, and explores the glass ceiling they face. It highlights the religious, the political beliefs, the social issues and the binary division between the soft and the hard news that affect women’s leadership positions in the media sector. It is a blend of qualitative and quantitative approaches, as we looked for consistency among knowledgeable informants, to ensure comprehensive explanations and in-depth understanding of the related issues. The findings of the paper investigate media journalists’ points-of-view in terms of gender diversity and gender discrimination. They shed the light on the main obstacles, women and men journalists interviewees felt about women lack of progress as well as their inability to assume a place in decision-making processes and policy-setting positions. However, this study is not without its limitations; therefore, it recommends further research in order to explicitly explore strategies that promote the active participation of women in decision making structures in media in Lebanon. It creates value not only for the media sector but benefits as well the Lebanese society at large.

Promoting gender diversity in STEM faculty through leadership development

2019 ◽  
Vol 38 (3) ◽  
pp. 382-398 ◽  
Author(s):  
Joyce Yen ◽  
Eve A. Riskin ◽  
Cara Margherio ◽  
Jan H. Spyridakis ◽  
Coleen M. Carrigan ◽  
...  
Keyword(s):  
Higher Education ◽  
Leadership Development ◽  
Gender Equity ◽  
Department Chairs ◽  
Gender Diversity ◽  
Content Type ◽  
Successful Model ◽  
Diversity And Inclusion ◽  
Agents Of Change ◽  
Diversity In Stem

PurposeThe advancement of equity, diversity and inclusion in higher education is dependent on institutional culture changes in academia. Faculty equity, diversity and inclusion efforts must engage departmental leadership. The purpose of this paper is to describe the growth and expansion of the ADVANCE leadership program at the University of Washington (UW) for department chairs that was designed to provide department chairs the skills, community and information needed to be agents of change within the academy.Design/methodology/approachThe paper chronicles the program’s growth from a campus-based workshop program to national workshops (LEAD) to a web-based toolkit (LiY!) to support institutions in running their own UW ADVANCE-inspired leadership workshops.FindingsThe paper demonstrates the success of each growth stage and the expansion of program impact.Practical implicationsThe paper offers recommendations for growing a model from a local to national scale and adapting the described leadership development model at other institutions.Originality/valueThe paper shares a successful model for equipping department chairs to be advocates of gender equity, diversity and inclusion in STEM and to be change agents in higher education.

scholarly journals Women in Academic Pathology: Pathways to Department Chair

2021 ◽  
Vol 8 ◽  
pp. 237428952110103
Author(s):  
Mary F. Lipscomb ◽  
David N. Bailey ◽  
Lydia P. Howell ◽  
Rebecca Johnson ◽  
Nancy Joste ◽  
...  
Keyword(s):  
Gender Bias ◽  
Department Chair ◽  
Career Advancement ◽  
Department Chairs ◽  
Medical Student Education ◽  
Residency Training Program ◽  
Leadership Positions ◽  
Academic Advancement ◽  
Leadership Experiences ◽  
Supportive Family

The Association of Pathology Chairs, an organization of American and Canadian academic pathology departments, has a record percent of women department chairs in its ranks (31%), although still not representative of the percent of women pathology faculty (43%). These women chairs were surveyed to determine what had impeded and what had facilitated their academic advancement before becoming chairs. The 2 most frequently identified impediments to their career advancement were heavy clinical loads and the lack of time, training, and/or funding to pursue research. Related to the second impediment, only one respondent became chair of a department which was in a top 25 National Institutes of Health–sponsored research medical school. Eighty-nine percent of respondents said that they had experienced gender bias during their careers in pathology, and 31% identified gender bias as an important impediment to advancement. The top facilitator of career advancement before becoming chairs was a supportive family. Strikingly, 98% of respondents have a spouse or partner, 75% have children, and 38% had children younger than 18 when becoming chairs. Additional top facilitators were opportunities to attend national meetings and opportunities to participate in leadership. Previous leadership experiences included directing a clinical service, a residency training program, and/or a medical student education program. These results suggest important ways to increase the success of women in academic pathology and increasing the percent of women department chairs, including supporting a family life and providing time, encouragement and resources for research, attending national meetings, and taking on departmental leadership positions.

scholarly journals The Impact of the American Academy of Ophthalmology's Leadership Development Program: Experience from the First 20 Years

2021 ◽  
Vol 13 (02) ◽  
pp. e138-e143
Author(s):  
Linda M. Tsai ◽  
Holly A. Schroth ◽  
Gail E. Schmidt ◽  
Paul Sternberg
Keyword(s):  
Leadership Development ◽  
American Academy ◽  
Task Force ◽  
Development Program ◽  
Leadership Positions ◽  
Online Questionnaire ◽  
Longitudinal Tracking ◽  
Leadership Development Program ◽  
Survey Responses ◽  
The Impact

Abstract Objective This study aimed to analyze the effectiveness of the American Academy of Ophthalmology (AAO)'s Leadership Development Program (LDP), report the program's impact on participants in attaining ophthalmic leadership positions, and identify opportunities to improve future LDP programming. Design An open cohort study was performed on AAO LDP graduates by using an online questionnaire and retrospective monitoring. Participants and Methods AAO LDP graduates from 1999 to 2019 participated in the study. A Likert-scale survey was distributed via email. Online responses were submitted anonymously to a team at the Berkeley Haas School of Business for analysis. A separate review of gender demographics and ophthalmic leadership positions held by graduates was performed. Main Outcomes Measures Regression analysis was performed to determine whether survey results supported a meaningful relationship between the measured impact and the AAO LDP program's perceived effectiveness. Ascension into leadership positions of AAO-related organizations at the national, regional, state, and subspecialty level by AAO LDP graduates was collated. Results Of 381 potential respondents, 203 survey responses were returned (53.3%). 158 reported that they are currently holding a leadership position (77.8%). Statistical analyses indicated that the overall value of the program was seen as highly effective (M = 4.6), and that the development programs combined contributed significantly to AAO LDP being judged as effective overall, F (11,191) = 24.79; p < 0.001 with an R 2 of 0.59. Longitudinal tracking of the 383 graduates revealed that 268 (70.0%) have served as AAO committee/task force members, councilors, or representatives to outside organizations. A total of 242 (63.2%) graduates have served as president or chair of a state, subspecialty, or specialized interest ophthalmology society. 25 (6.5%) have served at the highest level of AAO leadership and two have been elected AAO President. A higher percentage of participants identifying as female was found in the LDP program compared with both U.S. overall and trainee ophthalmic populations. Conclusion The AAO LDP has fulfilled its initial goals of effectively developing a large cohort of ophthalmologists interested in and prepared to take on leadership roles across the profession. Development of more specific outcome measures to evaluate the program, as well as direct optimal programming, are needed to further the success of its aims.

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.

scholarly journals Student and Resident Involvement in Family Medicine for America’s Health

2019 ◽  
Vol 51 (2) ◽  
pp. 166-172
Author(s):  
Christina Kelly ◽  
Anastasia J. Coutinho ◽  
Natasha Bhuyan ◽  
Alexandra Gits ◽  
Mustafa Alavi ◽  
...  
Keyword(s):  
Leadership Development ◽  
Family Medicine ◽  
Leadership Skills ◽  
Development Program ◽  
Medical Student Education ◽  
Early Career ◽  
Primary Care Reform ◽  
Qualitative Feedback ◽  
National Initiative ◽  
Education And Development

Background and Objectives: Trainees—medical students and residents—are an important constituency of family medicine. The Family Medicine for America’s Health (FMAHealth) Workforce Education and Development (WED) Tactic Team attempted to engage trainees in FMAHealth objectives via a nationally accessible leadership development program. We discuss a how-to mechanism to develop similar models, while highlighting areas for improvement. Methods: The Student and Resident Collaborative recruited a diverse group of trainees to comprise five teams: student choice of family medicine, health policy and advocacy, burnout prevention, medical student education, and workforce diversity. An early-career physician mentored team leaders and a resident served as a liaison between the Collaborative and WED Team. Each team established its own goals and objectives. A total of 36 trainees were involved with the Collaborative for any given time. Results: Including trainees in a national initiative required special considerations, from recruitment to scheduling. Qualitative feedback indicated trainees valued the leadership development and networking opportunities. The experience could have been improved by clearly defining how trainees could impact the broader FMAHealth agenda. To date, the Collaborative has produced a total of 17 conference presentations and four manuscripts. Conclusions: Although trainees felt improvement in leadership skills, more robust trainee involvement in FMAHealth core teams would have made the leadership initiative stronger, while simultaneously improving sustainability among family medicine and primary care reform strategies. Nonetheless, the unique structure of the Collaborative facilitated involvement of diverse trainees, and some trainee involvement should be integrated into any future strategic planning.

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