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>

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 Gender differences in leadership, workforce and scholarly presentation within a national society: a gastroenterology perspective

2018 ◽  
Vol 10 (1) ◽  
pp. 2-6
Author(s):  
Alenka J Brooks ◽  
Eleanor Jane Taylor ◽  
E A Arthurs ◽  
Cathryn Edwards ◽  
Richard Gardner ◽  
...  
Keyword(s):  
National Level ◽  
Female Leadership ◽  
British Society ◽  
National Society ◽  
Leadership Roles ◽  
Student Attendance ◽  
Medical Specialties ◽  
Medical Speciality ◽  
The Uk ◽  
Female President

In the UK, gastroenterology has been a male predominant medical speciality. Data regarding gender within workforce, academia and leadership at a national level are lacking. Data regarding scholarly presentation at the following annual conferences were collected and analysed; British Society of Gastroenterology (BSG) 2013, 2014, and Digestive Diseases Federation (DDF) in 2015. Data from the 2013–2015 BSG annual workforce reports were examined. In 2015, female higher specialty trainees (STs) made up 39% (328/848) of the trainee workforce, versus 37% and 35% in 2014 and 2013. From 2013 to 2015, less than a fifth of all consultant gastroenterologists were women. Female consultant (18%), ST (39%), associate (86%) and student attendance (47%) at DDF 2015 did not change significantly from 2013 to 2014. Female speakers (trainees and consultants) were significantly lower at DDF 2015 compared with BSG 2014; 43/331 (13%) versus 56/212 (26.4%) (p=0.0001) and BSG 2013 63/231 (27%) (p=0.0001). The number of female chairs, delivery of the named lectures and prizes awarded to women did not differ across the 3-year period. Female leadership via representation at Council and Executive at BSG was 4/30 (13%) in 2015 and did not differ in 2013/2014, with no elected council members since 2008 and one female president in 1973.The proportion of female gastroenterology trainees and consultants is increasing, but remains lower than across all medical specialties and is reflected in attendance and scholarly contributions. Action within the BSG is underway to address female under-representation in leadership roles.

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 University professors as academic leaders

2016 ◽  
Vol 45 (1) ◽  
pp. 123-140 ◽  
Author(s):  
Linda Evans
Keyword(s):  
North American ◽  
Leadership Preparation ◽  
Academic Leadership ◽  
Anecdotal Evidence ◽  
Leadership Roles ◽  
University Professors ◽  
Academic Leaders ◽  
Intellectual Capacity ◽  
The Uk

In the UK the title ‘professor’ is generally applied only to the most senior academics – equivalent to North American full professors – and whom anecdotal evidence indicates to be often unprepared for the increasingly expansive academic leadership roles that they are expected to fulfil. The study reported in this paper was directed at exploring the reliability of such evidence, and the ways in which professors develop or prepare themselves, or are developed or prepared by others, for what are generally considered their professorial academic leadership roles. Data were gathered by questionnaires and interviews, revealing that excessive professorial workloads often result from confusion about what constitutes academic leadership and precisely what and how much is expected of professors. Yet despite an evident dearth of ‘official’, designated, academic leadership preparation and/or development provision, professors were resourceful in drawing upon their experience, networks and intellectual capacity to develop ways of becoming and being effective members of the professoriate.

scholarly journals Understanding race and educational leadership in higher education

2018 ◽  
Vol 32 (4) ◽  
pp. 192-200 ◽  
Author(s):  
Jason Arday
Keyword(s):  
Higher Education ◽  
Educational Leadership ◽  
Senior Leadership ◽  
Leadership Roles ◽  
Career Trajectory ◽  
Senior Leaders ◽  
Organizational Barriers ◽  
The United Kingdom ◽  
Leadership In Higher Education ◽  
The Uk

The dearth of representation regarding Black and Ethnic Minorities (BME) in senior educational leadership roles within higher education (HE) has become a salient issue as egalitarian notions associated with equality and diversity continue to be contradicted by university institutions, despite increased calls for greater diversification. Educational leadership in higher education within the United Kingdom (UK), particularly when aligned to the primacy of race, remains oblivious to some of the organizational barriers encountered by BME academics attempting to navigate a career trajectory towards senior leadership. The diversification of senior leaders within the Academy in the UK has increasingly become an issue that, although prevalent, has stagnated owing to the lack of visible BME senior leaders and penetrative change to address the disparity regarding recruitment and promotion of more BME academics to leadership hierarchies. This article draws on a collective biography methodology, which will utilize narratives from three BME academics in senior leadership positions within higher education in the UK, in an attempt to illuminate the challenges that saturate the Academy, concerning leadership opportunities and career pathways for BME academics. The issues drawn upon identify synergies between constructions of race and leadership, whilst considering the interplay between these two vehicles when situated within a higher education context.

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 Embedding neuroscience in psychiatry training

2020 ◽  
Vol 26 (6) ◽  
pp. 379-380
Author(s):  
Christopher O'Loughlin
Keyword(s):  
Patient Care ◽  
Royal College ◽  
Treatment Options ◽  
Improve Patient Care ◽  
Medical Specialty ◽  
Psychiatry Training ◽  
Clinical Assessments ◽  
The Uk ◽  
Improve Patient ◽  
Scientific Fields

SUMMARYTraining in neuroscience is vital to the future of psychiatry as a medical specialty. Trainees and trainers alike demonstrate a desire to keep up to date with developments in the associated scientific fields. Neuroscience increasingly underpins clinical assessments, treatment options and patients’ expectations. Psychiatry training in the UK can embrace neuroscience at many levels, from discussing patient presentations with supervisors, to teaching programmes supported by the Royal College of Psychiatrists’ activities. Although challenges remain, neuroscience literacy enhances the specialty and will improve patient care.

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.

Sign in / Sign up

Export Citation Format

Share Document