Clinical Aspects of Sexual Harassment and Gender Discrimination

Author(s):  
Sharyn Ann Lenhart
2017 ◽  
Vol 20 (3) ◽  
pp. 37-55 ◽  
Author(s):  
Katherine Cumings Mansfield ◽  
Amy Gray Beck ◽  
Kakim Fung ◽  
Marta Montiel ◽  
Madeline Goldman

Gender discrimination and sexual harassment persist on college campuses across the United States. This seems especially obvious at the beginning of the academic year when many freshman women and their parents are welcomed to campus with sexually explicit signs displayed on all-male residences. But, sometimes, sexual harassment and gender discrimination takes a subtler form, creating unique challenges for administrators. This article presents the true case of a professional fraternity party gone awry, testing the leadership skills of several college administrators. The case provides a platform for educational leadership students to apply the theories they are learning in their preparation programs to real-life situations. This case is important and timely as educational leaders across the p-20 pipeline struggle to navigate the U.S. Department of Education Office for Civil Rights’ 2011 directives concerning defining and responding to allegations of sexual assault and harassment.


Subject Gender inequality and the MeToo movement in China. Significance Over the past year, numerous women have filed complaints against powerful and influential men in the media, civil society and academia, and, in spite of intense censorship, online discussion of sexual harassment and gender inequality remains vibrant. Women are taking legal action against gender discrimination in the workplace and against employers who dismiss them for getting pregnant. Impacts Relaxation of family planning rules and government encouragement for having children will make employers even more reluctant to hire women. Professions that traditionally employ more women, such as education and healthcare, will attempt to prevent women having a second child. Courts and other institutions of redress are ill-prepared to tackle sexual harassment or gender discrimination in the workplace.


1995 ◽  
Vol 51 (1) ◽  
pp. 139-149 ◽  
Author(s):  
Audrey J. Murrell ◽  
Josephine E. Olson ◽  
Irene Hanson Frieze

2021 ◽  
Vol 53 (6) ◽  
pp. 408-415
Author(s):  
Holly Ann Russell ◽  
Colleen T. Fogarty ◽  
Susan H. McDaniel ◽  
Elizabeth H. Naumburg ◽  
Anne Nofziger ◽  
...  

Background and Objectives: Health professionals may face sexual harassment from patients, faculty, and colleagues. Medicine’s hierarchy deters response to sexual harassment. Current evidence consists largely of quantitative data regarding the frequency and types of sexual harassment. More information is needed about the nature of the experience and how or why professionals choose to report or respond. Methods: We developed and administered a semistructured interview guide to elicit family medicine faculty and residents’ experiences with sexual harassment and gender bias. Facilitators led a series of focus groups divided by faculty (N=28) and residents (N=24). We ensured voluntary consent and groups were audiotaped, transcribed and deidentified. We coded the transcripts using immersion-crystallization theory to identify emergent themes. Results: Sexual harassment from patients and colleagues was described as witnessed or personally experienced by faculty and resident participants in 100% of the focus groups. Respondents identified the presence of mentors, clear reporting process and follow-up, history of good organizational response to reporting, and education and training as facilitators to reporting sexual harassment. Barriers to reporting included fear of retaliation, lack of trust of the system to respond, lack of clarity about “what counts,” and confusion with the reporting process. Conclusions: It is important to capitalize on facilitators to reporting sexual harassment, starting with acknowledging the frequency of sexual harassment and gender discrimination. Addressing barriers to responding through education and training for our learners and faculty is critical. Clarifying the reporting process, having clear expectations for behavior, and a continuum of responses may help increase the frequency of reporting.


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