scholarly journals Supporting Women’s Leadership Development in Global Health through Virtual Events and Near-Peer Networking

2022 ◽  
Vol 88 (1) ◽  
Author(s):  
Anna Kalbarczyk ◽  
Meagan Harrison ◽  
Eumihn Chung ◽  
Nancy Glass ◽  
Becky Genberg ◽  
...  
Keyword(s):  
Leadership Development ◽  
Global Health ◽  
Women's Leadership ◽  
Virtual Events

Identity-safe or threatening? Perceptions of women-targeted diversity initiatives

2018 ◽  
Vol 21 (5) ◽  
pp. 745-766 ◽  
Author(s):  
Jessica L. Cundiff ◽  
Sohee Ryuk ◽  
Katie Cech
Keyword(s):  
Leadership Development ◽  
Women's Leadership ◽  
Development Programs ◽  
Diversity Initiatives ◽  
Leadership Development Programs ◽  
Upper Management ◽  
Undergraduate Women ◽  
Women Employees ◽  
A Company ◽  
Identity Safety

One strategy for addressing gender disparities in STEM and leadership focuses on women-targeted diversity initiatives, such as women’s networking groups and women’s leadership development programs. Although well intentioned, targeting diversity initiatives specifically toward women instead of all employees may unwittingly make workplaces appear unwelcoming and biased to prospective employees. To test this notion, undergraduate women and men read a recruitment brochure for a company that framed its diversity initiatives as either targeting women employees or all employees. Both women and men felt less social fit and comfort with the company and were more concerned about being treated negatively and unfairly when diversity initiatives were framed as women-targeted rather than all-inclusive. These results held regardless of whether the company was portrayed as male-dominated or gender equitable (Study 1, N = 117). However, results were somewhat attenuated for women, but not men, when the women-targeted program was portrayed as initiated and led by women employees rather than upper management (Study 2, N = 152). Overall, our results suggest that diversity initiatives may more effectively convey identity safety to both women and men when framed in a way that includes all employees rather than targeting only women.

scholarly journals Women’s leadership in academic medicine: a systematic review of extent, condition and interventions

BMJ Open ◽  
2020 ◽  
Vol 10 (1) ◽  
pp. e032232 ◽  
Author(s):  
Lulu Alwazzan ◽  
Samiah S Al-Angari
Keyword(s):  
Systematic Review ◽  
Leadership Development ◽  
Academic Medicine ◽  
Medical Schools ◽  
Women's Leadership ◽  
Research Quality ◽  
Cochrane Library ◽  
Cross Sectional ◽  
Quantitative Studies ◽  
The Impact

ObjectivesBecause culture reflects leadership, the making of diverse and inclusive medical schools begins with diversity among leaders. The inclusion of women leaders remains elusive, warranting a systematic exploration of scholarship in this area. We ask: (1) What is the extent of women’s leadership in academic medicine? (2) What factors influence women’s leadership? (3) What is the impact of leadership development programmes?DesignSystematic review.Data sourcesA systematic search of six online databases (OvidMEDLINE, EMBASE, CINAHL, PsycINFO, the Cochrane Library and ERIC) from the earliest date available to April 2018 was conducted. Bridging searches were conducted from April 2018 until October 2019.Eligibility criteria(1) Peer-reviewed; (2) English; (3) Quantitative studies (prospective and retrospective cohort, cross-sectional and preintervention/postintervention); evaluating (4) The extent of women’s leadership at departmental, college and graduate programme levels; (5) Factors influencing women’s leadership; (6) Leadership development programmes. Quantitative studies that explored women’s leadership in journal editorial boards and professional societies and qualitative study designs were excluded.Data extraction and synthesisTwo reviewers screened retrieved data of abstracts and full-texts for eligibility, assessment and extracted study-level data independently. The included studies were objectively appraised using the Medical Education Research Quality Study Instrument with an inter-rater reliability of (κ=0.93).ResultsOf 4024 records retrieved, 40 studies met the inclusion criteria. The extent of women’s leadership was determined through gender distribution of leadership positions. Women’s leadership emergence was hindered by institutional requirements such as research productivity and educational credentials, while women’s enactment of leadership was hindered by lack of policy implementation. Leadership development programmes had a positive influence on women’s individual enactment of leadership and on medical schools’ cultures.ConclusionsScholarship on women’s leadership inadvertently produced institute-centric rather than women-centric research. More robust contextualised scholarship is needed to provide practical-recommendations; drawing on existing conceptual frameworks and using more rigorous research methods.

scholarly journals The time is now – a call to action for gender equality in global health leadership

2017 ◽  
Vol 2 ◽  
Author(s):  
R. Dhatt ◽  
K. Thompson ◽  
D. Lichtenstein ◽  
K. Ronsin ◽  
K. Wilkins
Keyword(s):  
Global Health ◽  
Gender Equality ◽  
Gender Disparity ◽  
Women's Leadership ◽  
Female Leaders ◽  
The Sustainable Development ◽  
Call To Action ◽  
Health Leadership ◽  
Development Goals ◽  
Health Programming

AbstractGender equality is considered paramount to the success of the Sustainable Development Goals and incorporated into global health programming and delivery, but there is great gender disparity within global health leadership and an absence of women at the highest levels of decision making. This perspective piece outlines the current gaps and challenges, highlighting the lack of data and unanswered questions regarding possible solutions, as well as the activity of Women in Global Health and efforts to directly address the inequity and lack of female leaders. We conclude with an agenda and tangible next steps of action for promoting women's leadership in health as a means to promote the global goals of achieving gender equality and catalyzing change.

Women’s Leadership Development: A Study of Defining Moments

2010 ◽  
Vol 9 (3) ◽  
pp. 238-258 ◽  
Author(s):  
Jolyn E. Dahlvig ◽  
Karen A. Longman
Keyword(s):  
Leadership Development ◽  
Women's Leadership ◽  
Defining Moments

Women’s Leadership Development Training for [Program]

2016 ◽  
Vol 15 (1) ◽  
pp. 161-170
Author(s):  
Lia Kelinsky ◽  
James Anderson II
Keyword(s):  
Leadership Development ◽  
Women's Leadership

scholarly journals Pedagogies of power: Media artefacts as public pedagogy for women’s leadership development

2018 ◽  
Vol 50 (2) ◽  
pp. 171-188
Author(s):  
Valerie Stead ◽  
Carole Elliott
Keyword(s):  
Leadership Development ◽  
Cultural Theory ◽  
Women's Leadership ◽  
Leadership Education ◽  
Public Pedagogy ◽  
Leadership Roles ◽  
Learning And Development ◽  
Web Based ◽  
Women's Power ◽  
The Social

This article extends the idea of media artefacts as educational resources by examining web-based materials, specifically women’s ‘Power Lists’, to deepen understandings regarding media artefacts’ role in informing women’s leadership learning and development. Women’s underrepresentation in senior leadership roles places leadership development under scrutiny to develop theoretically informed frameworks that draw attention to gendered power relations in organisations. This article addresses this concern by drawing on cultural theory to theorise media artefacts as forms of public pedagogy. The pedagogic framework proposed presents a distinctive addition to leadership education methods that attend to the sociocultural and recognise the significance of informal learning to leadership learning. Recognising media artefacts’ pedagogic role enables individuals to examine in more detail the gendered nature of the social values and norms that inform leadership discourse, and how these values and norms are promoted, reproduced and sustained through media artefacts.

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