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Journal articles on the topic 'Women and inclusive leadership'
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Bhattacharya, Shubhasheesh, Sweta Mohapatra, and Sonali Bhattacharya. "Women Advancing to Leadership Positions: A Qualitative Study of Women Leaders in IT and ITES Sector in India." South Asian Journal of Human Resources Management 5, no. 2 (July 19, 2018): 150–72. http://dx.doi.org/10.1177/2322093718782756.
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The article examines the key factors that facilitate the advancement of women to leadership positions in the information technology and information technology enabled services (IT and ITES) sector in India. It adopted interview based exploratory case study method using multiple case studies and gathered empirical data using in-depth semi-structured interviews. The study identified critical individual and organizational factors which facilitate the advancement of women in leadership positions. The findings are of value to human resource and diversity practitioners to create gender-balanced and inclusive leadership in the organizations that would lead to attracting, retaining and developing women talent for leadership roles.
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Gouthro, Patricia, Nancy Taber, and Amanda Brazil. "Universities as inclusive learning organizations for women?" Learning Organization 25, no. 1 (January 8, 2018): 29–39. http://dx.doi.org/10.1108/tlo-05-2017-0049.
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Purpose The purpose of this paper is to explore the concept of the learning organization, first discussed by Senge (1990), to determine if it can work as a model in the higher education sector. Design/methodology/approach Using a critical feminist framework, this paper assesses the possibilities and challenges of viewing universities as inclusive learning organizations, with a particular focus on women in academic faculty and leadership roles. Findings It argues that, ultimately, the impact of neoliberal values and underlying systemic structures that privilege male scholars need to be challenged through shifts in policies and practices to address ongoing issues of gender inequality in higher education. Originality/value The paper draws attention to the need to bring a critical feminist lens to an analysis of the concept of the learning organization if it is to be perceived as having merit in the higher education sector.
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Moorosi, Pontso, Kay Fuller, and Elizabeth Reilly. "Leadership and intersectionality." Management in Education 32, no. 4 (September 18, 2018): 152–59. http://dx.doi.org/10.1177/0892020618791006.
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Using intersectionality theory, the article presents constructions of successful leadership by three Black women school principals in three different contexts: England, South Africa and the United States. The article is premised on the overall shortage of literature on Black women in educational leadership, which leaves Black women’s experiences on the periphery even in contexts where they are in the majority. Through a life-history approach, we interviewed three Black women leaders on their experiences of gender and race in constructing success in leadership, and used intersectionality theory to analyse their accounts. Our analysis suggests that Black women leaders’ constructions of success are shaped by overcoming barriers of their own racialized and gendered histories to being in a position where they can lead in providing an education for their Black communities, where they are able to inspire a younger generation of women and to practice leadership that is inclusive, fair and socially just. We conclude with a range of implications for the scholarship of intersectionality and educational leadership practice.
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Jones-Morales, Jennifer Sharon. "Inclusive Pathways to Elite Leadership: Lessons from Caribbean Women and Men." Academy of Management Proceedings 2017, no. 1 (August 2017): 14827. http://dx.doi.org/10.5465/ambpp.2017.14827abstract.
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Pascale, Amanda Blakewood, and Matthew Ohlson. "Gendered Meanings of Leadership: Developing Leadership Through Experiential Community-Based Mentoring in College." Journal of Experiential Education 43, no. 2 (February 11, 2020): 171–84. http://dx.doi.org/10.1177/1053825920905122.
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Background: Employers consider strong leadership skills among highly desirable qualities for new hires. To meet the needs of today’s complex workforce, colleges and universities have increased opportunities for experiential learning for students. However, it is not known how students make meaning of these experiences in context with their personal backgrounds and experiences. Purpose: This study examines how women and men in college make meaning of leadership and leaders through experiential community-based mentoring participation. Methodology/Approach: A two-step qualitative content analysis of reflective journals, with a sample of 20 students utilizing the constant comparative method, is used to generate overarching themes. A second qualitative analysis compares how men and women understand leadership differently. Findings/Conclusions: Findings reveal that, despite a shift in the leadership literature away from hierarchical or trait models toward transformational, relational models that are typically more inclusive of women, our participants still made meaning of leadership and leaders in ways that were more closely aligned with antiquated understandings of leadership. Implications: Recommendations including use of experiential learning as a tool to intentionally increase leadership development and efficacy for women and men in college are discussed.
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Gupta, Anuja. "Women leaders and organizational diversity: their critical role in promoting diversity in organizations." Development and Learning in Organizations: An International Journal 33, no. 2 (March 4, 2019): 8–11. http://dx.doi.org/10.1108/dlo-07-2018-0085.
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Purpose The purpose of this paper is to analyze the role of women leaders in enhancing and managing diversity in organizations. Design/methodology/approach The approach of this paper is to combine the findings of two fields of research, namely, effectiveness of women leaders, and organizational diversity, and propose that women leaders have a critical role to play in enhancing organizational diversity and its effectiveness. Findings The main findings of the paper are that women leaders outperform their male counterparts in many of the necessary skills and competencies required to create democratic and inclusive organizations. Their leadership style is also best suited to effectively manage and take advantage of diversity in organizations. Practical implications Women leaders can create a very significant impact on creating inclusive environments in which diversity is valued and on organizational performance overall. Thus, it is imperative for firms to overcome gender bias and create meritocracies in which women leaders can be hired, retained, and promoted. Social implications Societies need to create grassroots change where perceptions of women in the workplace change. Originality/value The study creates a connection between two bodies of literature: one that explores the effectiveness of women leaders on leadership competencies and the second that looks at diversity in organizations, and how organizations can take advantage of this diversity. It shows that women leaders are well suited to promote and manage diversity in organizations by virtue of their skills and leadership style.
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Bonzet, René, and Liezel Frick. "Towards a conceptual framework for analysing the gendered experiences of women in TVET leadership." Journal of Vocational, Adult and Continuing Education and Training 2, no. 1 (November 1, 2019): 1. http://dx.doi.org/10.14426/jovacet.v2i1.28.
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Gender inequalities handicap leadership structures in technical and vocational education and training (TVET) colleges in South Africa. TVET women leaders’ gendered experiences are, first, intrinsically connected to both a professional career in TVET and family roles – the two being mutually inclusive – and can, secondly, be linked to three career pathways, namely learning, acquiring and performing leadership roles. Based on the relevant literature, the authors present a conceptual framework where themes include: such women leaders’ demographically influenced experiences; the stages in becoming a leader; gender-related notions and challenges; leadership contexts; and strategies for managing gendered experiences. Based on Maritz’s business coaching model, the framework contends with factors that may influence the current lack of women in TVET leadership. This article raises gender-related issues that are relevant to the entire TVET college sector, including current and future leaders, decision-makers and policy developers.
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Alwazzan, Lulu, and Samiah S. Al-Angari. "Women’s leadership in academic medicine: a systematic review of extent, condition and interventions." BMJ Open 10, no. 1 (January 2020): e032232. http://dx.doi.org/10.1136/bmjopen-2019-032232.
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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.
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Marrone, Jennifer A., Holly Slay Ferraro, and Therese Huston. "A Theoretical Approach to Female Team Leaders’ Boundary Work Choices." Group & Organization Management 43, no. 5 (August 24, 2018): 825–56. http://dx.doi.org/10.1177/1059601118795384.
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As organizations face progressively complex challenges, team leader boundary work that is relational and inclusive (i.e., work that relates to others across team boundaries and includes a wide variety of stakeholder perspectives and concerns) is more and more valued. These trends pose advantages and disadvantages for women team leaders. Although the desired leadership competencies align well with the communal qualities often attributed to and expected of women leaders, displaying boundary work behaviors that are relational and inclusive may paradoxically result in a questioning of women’s leadership competence by team members and parties external to the team. Moreover, concerns about gender stereotyping and discrimination may pressure women to adapt their boundary work behaviors to downplay or negate “femininity” as they lead. Reflective of these dilemmas, we propose that female team leaders experience conflicting internal motivations about the boundary work behaviors they display. Drawing from social role, impression management, and social identity perspectives, we examine the motives that drive women leaders to engage in or avoid boundary work that aligns with female gender roles, the contextual influences affecting the likelihood women leaders will act on these motives, and the implications of this boundary work for teams and female team leaders.
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Itty, Sarin Sajan, Jose Rafael Garcia, Calvin Futterman, Sofia Garcia Aust, and Bahaudin G. Mujtaba. "Breaking the Glass Ceiling Philosophy and Reality: A Study of Gender Progress and Career Development in the Corporate World." Business Ethics and Leadership 3, no. 3 (2019): 6–18. http://dx.doi.org/10.21272/bel.3(3).6-18.2019.
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With the evolving nature of the business world, it has become a modern necessity to have a diverse workforce. As such, human resources professionals and managers must be prepared for the redesign of their organizations to be more inclusive throughout their formal hierarchies. Although the overall attitudes have become generally more feminist, the unfortunate reality is that women continue to face internal and external barriers which act as a ceiling to their career development and advancement. Rather than viewing the paucity of women in management positions as a problem because of public disdain towards gender disparities within the workplace, this paper emphasizes that organizations should view this as an opportunity to gain a competitive advantage, given that having more women in leadership positions is correlated to improved organizational performance. The main argument of this research is that gender diversity can lead to better outcomes for an organization; in addition to this, research demonstrates that the inclusion of more women within management positions may also encourage a transformational leadership style, which could potentially lead to sustainable growth for a company. Throughout this paper, using the methodology of reviewing recently published literature, this paper demonstrates the fact that the glass ceiling is detrimental to the economic development of both women and the companies as institutional barriers seem to persistently block them from equitable advancement opportunities. Using published data and expert analysis, we provide suggestions and recommendations for the creation of an inclusive work environment where all employees can have fair and transparent progress based on their goals and qualifications. The “glass ceiling” literature has empirically demonstrated that managers can reduce the negative gender-based stereotypes by empowering more qualified women to take on leadership responsibilities. At the meantime, professionals can serve as advocates in their local governments to create and change laws that are unfair and unjust. All local leaders, managers and employees must promote the benefits of diversity to build and encourage inclusion in the workplace. Furthermore, all organizations can improve their inclusion training so their employees can keep an open mind regarding diversity. With the application of the recommended skills and suggestions, coupled along with public awareness and advocacy for equity in hiring and promotion decisions, the “glass ceiling” can certainly be eliminated in all organizational settings. Keywords: glass ceiling, discrimination, wage gap, inclusion, gender equality, mentoring, and career development.
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Dillard, Nicole. "Narratives of Women at Work: Exploring a More Inclusive Understanding of Women of Color and the Implications for Women and Leadership." Journal of Leadership Studies 12, no. 1 (June 21, 2018): 49–55. http://dx.doi.org/10.1002/jls.21564.
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Belasen, Alan T., Anat M. Belasen, Abigail R. Belasen, and Ariel R. Belasen. "A win-win for health care: promoting co-leadership and increasing women’s representation at the top." Gender in Management: An International Journal 36, no. 6 (June 21, 2021): 762–81. http://dx.doi.org/10.1108/gm-06-2020-0176.
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Purpose This paper aims to contribute to the growing body of research on health-care leadership by demonstrating the value of dyads and triads in strengthening capabilities of health-care settings and providing action pathways to accelerate gender parity in senior health-care positions. Design/methodology/approach The paper reviews the evidence that when single-leadership models are used and women are under-represented in leadership, the health-care industry may miss out on opportunities to increase efficiency and quality of care. Next, the paper describes a co-leadership model with distinct and overlapping roles, which promotes women’s participation and inspires administrative and clinical leaders to collaborate and achieve optimal performance. Findings The dyad as the enabling track for women in health-care leadership creates opportunities for health-care systems to bridge the gender gap in senior positions as well as improve the delivery of cost-effective quality care. Practical implications The inclusive co-leadership model with distinct and overlapping roles is a promising pathway for increasing health-care system efficiency and for promoting women to senior roles by tapping into the leadership skills and expertise that women bring to these roles. Originality/value The current paper demonstrates the dual effects of using co-leadership in senior health-care positions and fixing the gender imbalance. It has significant implications for advancing similar pathways in other industries as a means for accelerating gender parity in senior management.
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Rogers, Elizabeth Bond, and Jeff Rose. "A Critical Exploration of Women’s Gendered Experiences in Outdoor Leadership." Journal of Experiential Education 42, no. 1 (January 4, 2019): 37–50. http://dx.doi.org/10.1177/1053825918820710.
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Background: Although outdoor education provides many positive learning outcomes for students, it is a field in which women continue to be underrepresented in leadership roles. Centering the voices of women and other underrepresented populations is critical to creating a more inclusive outdoor education field. Purpose: The purpose of this study was to explore women’s experiences as outdoor leaders, and how women’s perspectives may broaden how outdoor leadership is defined and conceptualized. Methodology/Approach: The study was grounded in narrative inquiry and a critical feminist framework and included interviews and photo reflections of six participants identifying as women outdoor leaders in higher education. Findings/Conclusions: Participants experienced sexism, gender bias, and lack of confidence in technical skills as outdoor leaders. Participants discussed how they conceptualize outdoor leadership through a lens of facilitation and discovery, challenging masculine norms and ideologies. In addition, participants’ intersections of identities influence how they experience outdoor leadership. Implications: Implications from this study indicate the continued need to center the voices of women and diverse populations, using critical frameworks nascent in outdoor education studies. In addition, critical examinations of policies and practices that may reify the White male privileged narrative of outdoor education are needed.
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Bierema, Laura L. "Women’s Leadership." Advances in Developing Human Resources 18, no. 2 (April 19, 2016): 119–36. http://dx.doi.org/10.1177/1523422316641398.
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The Problem Women are well prepared to assume leadership roles—They have the education and the will, yet, they do not conform to gendered organizational images of ideal workers. Women often find themselves in a double bind once they advance into a leadership role: They must be cautious not to appear too masculine or too feminine while also personifying the “ideal” (male) worker by exhibiting masculine behaviors and unwavering commitment to the organization. Holding this line is challenging and often at odds with women’s identity and experienced conflicts between life and work. Our understanding of how best to prepare women for careers and create organizations that are hospitable to them is limited by implicit bias, inadequate learning and development strategies, and cultures resilient to change. Current human resource development (HRD) theory inadequately addresses the issues and challenges women leaders face because most leadership theory is based on privileged White males and highly essentialized. The Solution The world is burgeoning with global business, technological innovation, intense competition, and multinational workforces. HRD has a role to play in building effective global business if it can more robustly and broadly address issues related to diversity and inclusion in organizations, particularly the creation of cultures that accept a range of leadership styles and women leaders. It is time to challenge traditional, masculine views of leadership and question how leaders are developed. It is critical to understand women’s leadership if women leaders are to be developed and if persistent gender inequity in organizations is to be addressed. Stakeholders Women are obvious stakeholders, but, ultimately, everyone in organizations is a stakeholder benefiting from women leaders and improved leadership, in general. HRD professionals also benefit by understanding better how to develop women leaders, in particular, and leadership, in general. Globally, elected leaders, nongovernmental organizations, and nations can develop policy that has the potential to influence and create educational, occupational, and economic change for women.
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Patterson, Nicola. "Developing inclusive and collaborative entrepreneuring spaces." Gender in Management: An International Journal 35, no. 3 (February 10, 2020): 291–302. http://dx.doi.org/10.1108/gm-10-2019-0191.
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Purpose The call for more women to start up and grow businesses as a vehicle for economic vibrancy is a prevailing discourse in the UK. There have been calls for greater co-ordination between research, policy and practice to create collaborative spaces whose focus is to influence and shape structures and processes beyond the individual or community level to a macro level of enterprise policy. However, calls have not specifically focussed on the issues of gender or other categories of social difference. This study aims to understand how such co-ordinations can be established to enable progress within the women’s entrepreneurship space through the development of collaborative spaces fusing research, policy and practice and how they should be structured to ensure inclusion through the process as well as enabling greater inclusion as part of the collaborative space outcome. Design/methodology/approach Taking a critical feminist perspective, the study draws from extant literature on women and minority networks research from the women in leadership, diversity and inclusion fields as a lens through which to frame the analysis of women’s enterprise policy in the UK, research and practice. Findings The study highlights the importance of collective feminist action drawing upon post-feminist sensibilities and an Engaged–Activist Scholarship approach. Such collective feminist action appreciates the importance of the micro as an enabler to progressive action at the macro level to enact structural and system change within the entrepreneurial ecosystem. A framework for inclusive and collaborative entrepreneuring space development is offered. Practical implications This paper offers policymakers, researchers and practitioners a framework as a practical way forward to ensure efforts are progressive and enable structural and systemic change. Originality/value The paper offers a framework for developing inclusive and collaborative entrepreneuring spaces to ensure progression by lifting the focus to a macro level of change to enable inclusion as part of the process and outcome of such collaborative spaces.
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Burrell, Darrell Norman, Dawn Lee Diperi, and Rachel M. Weaver. "Creating Inclusive Cultures for Women in Automation and Information Technology Careers and Occupations." International Journal of Business Strategy and Automation 1, no. 2 (April 2020): 37–51. http://dx.doi.org/10.4018/ijbsa.2020040104.
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Automation will be central to the next phase of business technology transformation, driving new levels of customer value such as faster delivery of products, higher quality and dependability, deeper personalization, and greater convenience. This business transformation phase will require workers with new skills at all levels. There are significant shortages of women in leadership job roles in information technology and automation. There are also significant disparities with pay and opportunities for women in those fields. As a result, it is critical to understand the organizational cultural change strategies that information technology (IT) and automation companies can make to employ more females in information technology and automation positions and address gender pay issues and gender exclusivity issues currently existing in today's workplace. This article intends to influence the world of practice through the execution of a literature review content analysis.
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Cundiff, Jessica L., Sohee Ryuk, and Katie Cech. "Identity-safe or threatening? Perceptions of women-targeted diversity initiatives." Group Processes & Intergroup Relations 21, no. 5 (July 19, 2018): 745–66. http://dx.doi.org/10.1177/1368430217740434.
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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.
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Cliffe, Joanne, Kay Fuller, and Pontso Moorosi. "Secondary school leadership preparation and development." Management in Education 32, no. 2 (March 21, 2018): 85–91. http://dx.doi.org/10.1177/0892020618762714.
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In England, school leadership preparation has shifted from the National College and local authorities to teaching schools, their alliances and multi-academy trusts. Against this changing educational landscape, we investigate opportunities presented to men and women in secondary school leadership teams (SLTs). Drawing on interview data from a British Educational Leadership, Management and Administration Society funded investigation, we report on leadership preparation and development opportunities, aspiration to headship, headteachers’ support of ‘in house’, regional and national preparation programmes, coaching and mentoring involvement as well as access to formal and informal networks. Our analysis of SLTs as sites of potential for headship demonstrated some variability in women’s and men’s reported experiences. Accredited courses, higher degrees and workplace-based preparation provided access to leadership preparation and development opportunities; access was not transferrable from school to school. We identified a fragmented system and suggest policy and cultural changes to allow SLTs to offer inclusive and sustainable opportunities for succession planning.
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Worsham, Kimberly, Ruth Sylvester, Georgia Hales, Kelsey McWilliams, and Euphresia Luseka. "Leadership for SDG 6.2: Is Diversity Missing?" Environmental Health Insights 15 (January 2021): 117863022110318. http://dx.doi.org/10.1177/11786302211031846.
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Diversity, Equity, and Inclusion in the global sanitation sector have not been the subject of extensive investigation or scrutiny. However, without diverse leadership, the sector will continue to experience failure, inefficient use of dwindling resources, and overall low sanitation coverage rates, with 2 billion people lacking sanitation access. This research presents the first quantitative study of sanitation leadership demographics. The results revealed that older, white males from High-Income Countries comprised over a third of all leadership positions. This research found that two-thirds of all sanitation leaders were white, with white leaders 8.7 times more likely to hold multiple positions across different organizations than Black, Indigenous, or other People of Color. Eighty-eight out of one hundred organizations were headquartered in a High-Income Country, and western institutions dominated education data. Black, Indigenous, and other Women of Color were the least represented group, highlighting the importance of an intersectional perspective when discussing gender and racial equality. These issues must be urgently addressed if the Sustainable Development Goal 6.2 targets are to be met effectively. Institutional reform, inclusive hiring policies, and transforming individual attitudes are starting points for change. More organizational data should be made available, and further research needs to be conducted on these topics if a change is to be seen in time for 2030.
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Temkin, Sarah Madhu, Lisa Rubinsak, Michelle F. Benoit, Uma Chandavarkar, Linda Hong, Laurel K. Berry, Christine A. Heisler, BJ Rimel, and William P. McGuire. "Gynecologic oncology, gender and relevant leadership in academic medicine." Journal of Clinical Oncology 38, no. 15_suppl (May 20, 2020): e19056-e19056. http://dx.doi.org/10.1200/jco.2020.38.15_suppl.e19056.
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e19056 Background: Within academic medicine, there has been increasing attention to diversity and inclusion. We sought to characterize gynecologic oncologist (GO) faculty inclusion, with attention to gender in relevant academic leadership roles. Methods: Using the American Association of Medical Colleges list of accredited schools of medicine academic institutions were identified. Observational data was obtained through institutional websites in 2019. Results: Of 154 accredited medical schools, 144 contain a department of obstetrics and gynecology (OBG) with a chair; 103 a GO division with a director; 98 a clinical cancer center with a director. GO divisions included an average of 3.1 faculty. 55% of GO faculty were women, compared to 66% of OBG faculty (p < 0.01). 38% of the GO division directors were women which was an under-representation (p < 0.01). GOs made up 10% of OBG faculty and 15.4% of OBG chairs (NS). Women GOs made up 7.9% of women OBG faculty and 8 (5.6%) women GOs were OBG chairs (NS). 9.9% of GO faculty (11.6% of women GO faculty) report to women GOs at the chair level. OBG departments with a GO chair were more likely to have a woman GO division director (68.4 vs 31.7%, p < 0.01), and GO fellowship (59.1 vs 32%, p < 0.01). The majority (59%) of cancer centers directors were medical oncologists (see Table). 2 (2%) of cancer center directors were GOs; 1 at an NCI designated cancer center. Neither GO directors were women. Incidence to leadership and mortality to leadership ratios were calculated compared to expected rates by SEER 2019. By these measures GOs were underrepresented in cancer center leadership (p < 0.01, p < 0.01). Conclusions: Despite representative leadership of GO and women GO within in OBG leadership, most GOs report to non-oncologists at the department chair level. Potential benefits of GO leadership within OBG departments were identified. The practice of gynecologic oncology includes complex medical and surgical cancer care making these physicians uniquely qualified for cancer center, but representation of GOs in cancer center leadership is low and women GO were absent from cancer center director positions. Without inclusion of GO in cancer center leadership, existing inequities in clinical care, research and funding for gynecologic malignancies may be amplified. [Table: see text]
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Ngunjiri, Faith Wambura, and Kathy-Ann C. Hernandez. "Problematizing Authentic Leadership: A Collaborative Autoethnography of Immigrant Women of Color Leaders in Higher Education." Advances in Developing Human Resources 19, no. 4 (October 8, 2017): 393–406. http://dx.doi.org/10.1177/1523422317728735.
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The Problem Authentic leadership literature is often seen as acontextual and unproblematic—leaders merely need to “know thyself” and “to thine own self be true.” Even when scholars like Eagly argue authenticity is a relational concept, it remains uncontextualized for those whose social identities set them apart from the majority within organizations and society. The Solution Through this collaborative autoethnography, we aim to illustrate the complexity of enacting authentic leadership as immigrant women of color who are leaders within predominantly White institutional contexts. The Stakeholders One audience for this article is other women of color with whom our experiences may resonate. A broader audience includes those in power within organizations who might use this article as fodder for crafting more inclusive spaces that support both the development of authentic leaders and the practice of relational authenticity.
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McDonagh, Kathryn J., Paula Bobrowski, Mary Ann Keogh Hoss, Nancy M. Paris, and Margaret Schulte. "The Leadership Gap: Ensuring Effective Healthcare Leadership Requires Inclusion of Women at the Top." Open Journal of Leadership 03, no. 02 (2014): 20–29. http://dx.doi.org/10.4236/ojl.2014.32003.
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Kalaitzi, Stavroula, Katarzyna Czabanowska, Sally Fowler-Davis, and Helmut Brand. "Women leadership barriers in healthcare, academia and business." Equality, Diversity and Inclusion: An International Journal 36, no. 5 (June 19, 2017): 457–74. http://dx.doi.org/10.1108/edi-03-2017-0058.
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Purpose The purpose of this paper is to map the barriers to women leadership across healthcare, academia and business, and identify barriers prevalence across sectors. A barriers thematic map, with quantitative logic, and a prevalence chart have been developed, with the aim to uncover inequalities and provide orientation to develop inclusion and equal opportunity strategies within different work environments. Design/methodology/approach A systematic literature review method was adopted across five electronic databases. Rigorous inclusion/exclusion criteria were applied to select relevant publications, followed by critical appraisal of the eligible articles. The geographical target was Europe, with a publication time range spanning the period from 2000 to 2015. Certain specialized international studies were also examined. The key themes were identified using summative content analysis and the findings were analyzed using qualitative meta-summary method to formulate hypotheses for subsequent research. Findings In total, 26 barriers were identified across the aforementioned sectors. A high degree of barriers commonalities was identified, with some striking differences between the prevalence of barriers across sectors. Research limitations/implications The results of this study may need further validation using statistical methodology given the knowledge base gaps regarding the range of barriers and the differences in their prevalence. Bias and interpretation in reporting anchored in different theoretical frameworks ought to be further examined. Additional variables such as ambiguously stated barriers, sector overlap, women’s own choices, cultural and educational background and analysis in the context of the economic crisis, ensuing austerity and migratory pressure, are also worth exploring. Practical implications Women’s notable and persisting underrepresentation in top leading positions across sectors reflects a critical drawback in terms of organizational and societal progress particularly regarding inclusion and balanced decision making. Practice-related blind spots may need to be further examined and addressed through specific policies. Originality/value The comparative nature of barriers to women leadership across three sectors allows the reader to contrast the differences in gender inequalities and to comprehend inclusion challenges in healthcare, academia and business. The authors draw attention to varying degrees of barriers prevalence that have been understudied and deserve to be further explored. This gap in knowledge extends to policy, thus, highlighting the need to address the gender equality and inclusion challenges in a context-specific manner across work environments.
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Agozino, Biko. "Race-Class-Gender Articulation and the Fifth International." Journal of World-Systems Research 25, no. 2 (September 3, 2019): 280–88. http://dx.doi.org/10.5195/jwsr.2019.959.
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Agozino supports Amin’s call for a Fifth International, but offers suggestions to make it more inclusive. He argues “It is not enough for the Fifth International to call on Workers of the World to Unite without questioning the extent to which racism, imperialism and patriarchy divide the working class and weaken the struggle to end exploitation.” Although the First International addressed class exploitation in articulation with the struggles against the oppression of nationalities and racial groups and against gender oppression, “[t]he departure from the race-class-gender articulation or intersectionality model that Marx envisaged by the organizers of subsequent internationals may be part of the reasons why the organizational aim was not sustained.” Agozino calls for more intentionality in constructing the leadership of the Fifth International than is in Amir’s proposal. While Amir was attentive to the inclusion of African leadership, he paid less attention to the inclusion of women or indigenous peoples. And while Amin seemed concerned with creating a manageable process through the delegation of a small number of leaders, Agozino says it is “better to allow a million leaders to emerge from local to the global levels.”
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Vickery, Amanda Elizabeth. "“Women know how to get things done”: narrative of an intersectional movement." Social Studies Research and Practice 12, no. 1 (May 23, 2017): 31–41. http://dx.doi.org/10.1108/ssrp-03-2017-0004.
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Purpose The purpose of this paper is to explore how African-American women, both individually and collectively, were subjected to both racism and sexism when participating within civil rights organizations. Design/methodology/approach Because of the intersection of their identities as both African and American women, their experiences participating and organizing within multiple movements were shaped by racism and patriarchy that left them outside of the realm of leadership. Findings A discussion on the importance of teaching social studies through an intersectional lens that personifies individuals and communities traditionally silenced within the social studies curriculum follows. Originality/value The aim is to teach students to adopt a more inclusive and complex view of the world.
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Ty, Rey. "Resensi: Struggles for Women-Inclusive Leadership in Toraja Church in Indonesia and The Evangelical Church of Vietnam—Agency and Structural Change." GEMA TEOLOGIKA 3, no. 2 (October 26, 2018): 241. http://dx.doi.org/10.21460/gema.2018.32.389.
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This book addresses the problem of the unequal statuses of women and men in the church to which both sexes have responded over time. The title suggests that, structurally, women are not treated equally in at least two different Asian church contexts. Hence, deliberate efforts had to be accomplished in order for women’s position and equal status to be recognized in church circles, one in mainland Southeast Asia and another in insular Southeast Asia.
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Thomas, Kecia M. "Leading as “the Other”." Journal of Leadership & Organizational Studies 26, no. 3 (May 15, 2019): 402–6. http://dx.doi.org/10.1177/1548051819849005.
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People of color and women remain woefully underrepresented in top leadership positions across industries. Yet the doors to power and authority in organizations are slowly opening in large part due to the more aggressive promotion of the “value-added” nature of diversity to organizational effectiveness. Inclusive organizations benefit from the diversity of perspectives and backgrounds that women and people of color offer to organizational decision making, innovation, and growth. However, not much is understood about their unique experiences. This commentary focuses on the Outsider Within experiences of underrepresented leaders, workers who find themselves as both the “Other” and as a leader in their workplace.
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Kunz, Karen, and Carrie M. Staton. "Engaging Women in Public Leadership in West Virginia." Public Voices 13, no. 2 (November 29, 2016): 64. http://dx.doi.org/10.22140/pv.116.
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As the 113th Congress begins to tackle the issues of the day, men and women alike celebrate the inclusion of a record number of women representatives. The historic numbers indicate progress, but the reality is that women compose slightly more than half of the national population but less than twenty percent of the national legislative representatives. Women fare slightly better at the state level, holding just under a quarter of state legislative seats and executive offices. In this study we explore the challenges faced and advances made by women in attaining statewide executive office in rural states by examining how they have fared in Appalachia and particularly West Virginia. We integrate theoretical understandings and statistical data with lived experiences gleaned from personal interviews conducted with the women who have held executive office in West Virginia.
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Ronnie, Linda, and Sarah Boyd. "Alison Bourne: leading at Bergmann engineering works (SA)." Emerald Emerging Markets Case Studies 9, no. 3 (November 4, 2019): 1–18. http://dx.doi.org/10.1108/eemcs-05-2019-0110.
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Learning outcomes The learning objectives to be drawn from the case are to evaluate the various biases that women face in organisational life, understand the challenges facing women at all organisational levels, understand the importance of adopting a proactive approach to change perceptions and discriminatory behaviours and processes and appreciate the role that an inclusive culture within an organisation can play in advancing and championing women’s progression to senior management roles. Case overview/synopsis The case highlights the challenges facing women in leadership positions in emerging economies and societies in transition like South Africa and explores the role that gender plays in the world of work. It focuses on the dilemmas faced by Alison Bourne, newly promoted to the CEO role at Bergmann Engineering Works (SA).The case shows that, despite the positive contribution resulting from the inclusion of women in organisations, women experience a multitude of obstacles. Some of the limitations highlight that women must work even harder to be perceived as legitimate leaders. These challenges come about despite research showing that the inclusion of women in the workforce improves company performance, enriches the knowledge base and improves the decision-making quality of company boards. Complexity academic level Postgraduate business students at the master’s level. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 6: Human Resource Management
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Patel, Shruti Rajesh, Ivy Riano, Gabriella Geiger, Jacqueline Pimienta, Inas Abuali, Angela Ai, Adriana Ramirez Roggio, et al. "Where are the women and underrepresented minorities in medicine? Race/ethnicity and gender representation in oncology journals’ editorial boards." Journal of Clinical Oncology 39, no. 15_suppl (May 20, 2021): 11007. http://dx.doi.org/10.1200/jco.2021.39.15_suppl.11007.
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11007 Background: The proportion of women & underrepresented groups in medicine (URM) in the field of hematology and oncology remains low, particularly in academic leadership positions. Editorial board appointments allow physicians to have a substantial impact on the nature of the published scholarly work and serve as a platform for academic opportunities. We aimed to assess gender and race/ethnicity representation in editorial board positions in hematology and oncology journals. Methods: Editorial leadership board members from 60 journals from oncology, hematology, radiation oncology, and surgical oncology were reviewed, 54 journals were included in the analysis. Gender and race/ethnicity were determined based on publicly available data for editor-in-chief (EiC) and second-in-command (SiC) (including deputy, senior, or associate editors). Descriptive statistics and chi-squared were estimated. Results: A total of 793 editorial board members are included in the analysis. 72.6 % were men and 27.4 % were women. 71.3% of editorial leadership were non-Hispanic white with Asian editorial board members representing the second largest majority at 23.3%. The editorial position was significantly different among men and women (p = 0.038) with women filling only 15.9% (10/63) of the EiC positions. Of these 10 women, the racial breakdown was 90% white and 10% Asian. In the prevalence odds ratio (pOR), women were about half as likely to be in the EiC position compared with men [pOR: 0.47, 95%CI (0.23, 0.95, p = 0.03)]. Women represented 28.4% (207/730) of SiC editorial positions. White editors had the highest representation at 71.0% in the SiC editorial positions, followed by Asian editors at 16.0%. Notable differences were seen in gender proportions between journal specialties (p = 0.001); with surgical oncology and hematology having the lowest female representation at 11.9% and 22.7%, respectively. Conclusions: Women and UIM are markedly underrepresented in leadership roles on Editorial Boards in hematology and oncology journals. Importantly, the representation of minority women physicians in EiC positions is at an inexorable zero which is a sign of unconscious attitudes that may exclude women and minorities from certain positions. It is imperative that we work to move towards a more diverse and inclusive editorial board to ensure critical perspectives are heard and scientific discovery is fostered.[Table: see text]
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Mishra, Oly, Richa Sharma, and Bindu Agrawal. "Facilitating Women Prosperity with Higher Purpose at Vyomini." South Asian Journal of Business and Management Cases 9, no. 2 (March 5, 2020): 198–207. http://dx.doi.org/10.1177/2277977920905820.
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The theory of conscious capitalism is based on the idea that when business is done consciously, it promotes humanity intrinsically. This philosophy is rooted in the four tenets of higher purpose, stakeholder integration, conscious leadership and conscious culture and management as given by Mackey and Sisodia (2013). All social entrepreneurs are motivated by a higher purpose to provide sustainable solutions to neglected problems with the help of positive externalities (Santos, 2012). They have the capacity to envision, share and execute the deep-seated higher purpose (Mourkogiannis, 2006). Such a higher purpose with a social angle has been depicted in the case of Vyomini. The case is about a social entrepreneur Prachi Kaushik, the founder of Vyomini. She works for menstrual health and hygiene of unprivileged and rural women in India. Prachi’s constant endeavour was to create an ecosystem for the economic and social upliftment of these women through financial inclusion and livelihood training. She understood the problem, empathized with the women and provided a simple, economical manufacturing technique using locally available, biodegradable raw materials to provide an inclusive solution. This case describes her journey in creating an innovative business model by the adoption of design thinking and implementation of higher purpose in the business. Dilemma: For ensuring menstrual health and hygiene among less privileged rural women should the sanitary napkins of big brands be distributed at a subsidized cost or design and develop a special product suitable for this segment of the market? Theory: Entrepreneurial inclusive business model Type of the case: Experience-based applied single case study Protagonist: The owner of the firm Options Distribute existing brands at a subsidized cost. Develop a new product that is biodegradable, free of carcinogenic compounds and cost-effective. Get it manufactured by subcontractors. The design also a cost-effective manufacturing process and empower women of less privileged background to manufacture and sell. Discussions and Case Questions How can the sources of supply and manufacturing be made robust so that they can be scaled up? Should the product be offered to different segments of the market with differential pricing? In order to expand reach, which channels should be added for a taboo product like sanitary napkins?
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Sánchez, Nelson F., Norma Poll-Hunter, Dennis J. Spencer, Elizabeth Lee-Rey, Andreia Alexander, Louisa Holaday, Maria Soto-Greene, and John P. Sánchez. "Attracting Diverse Talent to Academia." Journal of Career Development 45, no. 5 (May 24, 2017): 440–57. http://dx.doi.org/10.1177/0894845317709997.
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Women and underrepresented racial/ethnic minority faculty (URM) are critical to developing inclusive learning environments. Career counselors can benefit from understanding the factors influencing women’s and URMs’ interest in academic careers, as this population remains markedly underrepresented in academic medicine. A mixed methods study was conducted among medical students and residents yielding 643 survey and 121 focus group participants. Participants were diverse by gender and race/ethnicity. Themes included (a) factors influencing career interest, (b) influential others, (c) timing of career interest, and (d) career expectations. Findings show differences among women, URM, and dominant-identity groups. Implications include how career development programs and institutional diversity policies and practices should consider developing and offering activities that support (a) mentoring—especially for women trainees, (b) learning how to align academia and community engagement and scholarship—especially for URM trainees, and (c) senior leadership development support for women and URM trainees.
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Klemm Verbos, Amy, and De Vee E. Dykstra. "Female business faculty attrition: paths through the labyrinth." Equality, Diversity and Inclusion: An International Journal 33, no. 4 (May 13, 2014): 372–83. http://dx.doi.org/10.1108/edi-10-2013-0083.
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Purpose – The purpose of this paper is to explore female business faculty perceptions about attrition from a business school to uncover factors that might assist in female faculty retention in business schools. Design/methodology/approach – Using a qualitative study approach and guided by past literature, the paper systematically analyses open-ended responses to interview questions and notes emergent themes. Findings – The major themes that emerged as factors leading to attrition: first, an exclusionary and managerialist culture which marginalized and demoralized women; second, curtailed career opportunities, including a lack of gender equity in promotion and tenure; third, poor leadership; and fourth, break up of a critical mass of women. The factors then that might assist in female faculty retention are a critical mass of women, gender equity, inclusive, collaborative cultures, psychological safety, and ethical leadership. The career patterns of the women indicated that a labyrinth is an apt metaphor for their career paths. Research limitations/implications – This research examines just one school from the perspective of women who left. It holds promise as the basis for future studies across business schools and to faculty within business schools to determine whether the emergent themes hold across schools. Originality/value – This study examines women in business academe through the attraction-selection-attrition framework and by extending the labyrinth career metaphor to an academic setting. The paper also provides a conceptual model of female faculty retention.
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Terriquez, Veronica, and Ruth Milkman. "Immigrant and Refugee Youth Organizing in Solidarity With the Movement for Black Lives." Gender & Society 35, no. 4 (July 14, 2021): 577–87. http://dx.doi.org/10.1177/08912432211029396.
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In recent years, politically active Latinx and Asian American Pacific Islander youth have addressed anti-Black racism within their own immigrant and refugee communities, engaged in protests against police violence, and expressed support for #SAYHERNAME. Reflecting the broader patterns of a new political generation and of progressive social movement leadership, women and nonbinary youth have disproportionately committed to inclusive fights for racial justice. In this essay, through two biographical examples, we highlight the role of grassroots youth organizing groups in training their diverse young members to become effective allies, introducing them to intersectional frameworks that motivate solidarity across racial and ethnic boundaries.
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Forbes-Genade, Kylah, and Dewald van Niekerk. "GIRRL power! Participatory Action Research for building girl-led community resilience in South Africa." Action Research 17, no. 2 (February 12, 2018): 237–57. http://dx.doi.org/10.1177/1476750318756492.
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This article aims to crystallize the contributions of the Girls in Risk Reduction Leadership (GIRRL) Program in building resilient communities through the integration of adolescent girls into local level decision-making and action for reducing disaster risk. Disadvantaged adolescent girls carry a double burden derived from vulnerability associated with gender and age within the context of disaster risk. Girls often face greater danger than boys or adults and are perceived as powerless. Their needs go unheard and capacities ignored because of their exclusion from decision-making and social participation. Efforts to reduce risk must be inclusive of the needs of vulnerable populations. Despite global calls for the inclusion of women, children, and youth in risk reduction policy and planning, its application has been insufficient. The GIRRL Program, utilizing Participatory Action Research, helped to catalyze the capacities of girls through personal empowerment to drive the agenda for inclusive involvement of vulnerable populations to build community resilience. The paper will document the contributions of the GIRRL Program to improving community resilience through engaging decision-making, facilitating multi-sectoral understanding of vulnerability and risk, validating the importance of girls in risk reduction, creating capacity to manage girl-led processes, and strengthening risk reduction through local girl-led activities.
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Singh, Swati, and Sita Vanka. "Mentoring is essential but not sufficient: sponsor women for leadership roles." Development and Learning in Organizations: An International Journal 34, no. 6 (March 27, 2020): 25–28. http://dx.doi.org/10.1108/dlo-05-2019-0100.
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Purpose The purpose of the article is to highlight the importance of sponsorship in the career advancement of women and how it can also promote diversity in leadership. Design/methodology/approach The paper uses the PwC’s Breakthrough program illustration to demonstrate how the potential of sponsorship can be leveraged to enhance diversity. Findings Research in leadership, diversity, and inclusion indicates that the leadership gender gap is a major challenge faced by organizations. Most of the organizations employ mentorship as a strategy for women’s career development. However, it is difficult to assess the measurable impact of this on the careers of women and how it could help in improving diversity in leadership roles. The findings suggest that sponsorship, which is an action-oriented strategy can complement mentoring and bring desired results. Originality/value The paper analyses the role of mentoring and sponsorship in the career development of women. The paper also highlights the differences between mentorship and sponsorship. Furthermore, it demonstrates the importance of sponsorship in promoting diversity with the help of PwC’s illustration.
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Norman, Leanne, Alexandra J. Rankin-Wright, and Wayne Allison. "“It’s a Concrete Ceiling; It’s Not Even Glass”: Understanding Tenets of Organizational Culture That Supports the Progression of Women as Coaches and Coach Developers." Journal of Sport and Social Issues 42, no. 5 (July 26, 2018): 393–414. http://dx.doi.org/10.1177/0193723518790086.
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The purpose of this study was to explore what particular areas of organizational cultures facilitate the development and progression of women as football coaches and coach developers. The English Football Association provided the context for the research. Previous statistics demonstrate that recruitment, retention, and progression of women in English football coaching and tutoring are lower and slower than their male counterparts. In-depth interviews were completed with 26 women coaches and coach developers during November 2015 and February 2016 to understand their personal experiences as linked to the structure and culture of their sporting governing body, and analyzed using Schein’s theory of organizational culture. Three key tenets of organizational culture were found to be most influential on the career development of the participants: journeys and crossroads (the establishment of a learning culture), inclusive leadership, and vertical and horizontal relationships. The research demonstrates the need to identify disparities between espoused values and assumptions to enact cultural change toward supporting more women to be valued, included, and progressed in the sporting workplace.
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Calderon, Adriana. "Major Leadership Features of the Peace Process in Colombia." Leadership and Developing Societies 2, no. 1 (July 26, 2018): 57–87. http://dx.doi.org/10.47697/lds.3435002.
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This article examines the main leadership components of peace negotiations between the Colombian Government and the Revolutionary Armed Forces of Colombia (FARC) in Havana, Cuba. It identifies the leadership factors associated with the success of the four-year peace process that started in 2012; while comparing it to previous peace dialogues in Colombia to draw out the political learning process. The hypothesis is that three components, namely political learning in its complexity, the inclusion of women, and the inclusion of victims, have been crucial for the success of the peace process. Firstly, the concept of political learning is understood as materialising as a political leadership function. Second, in an idiosyncratic and to some extent patriarchal culture like Colombia’s, it is essential to examine the role of women in the peacebuilding process as engaging negotiators and mediators, rather than as only being passively exposed to politics. Third, the inclusion of victims in peace negotiations was an uncommon decision, and it appears to have eased the Accords. This article also contends that leadership as process, and in particular leadership styles, are fundamental to understanding the complexity that led to ending the world’s longest-running civil war.
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Bilimoria, Diana, and Lynn T. Singer. "Institutions Developing Excellence in Academic Leadership (IDEAL)." Equality, Diversity and Inclusion: An International Journal 38, no. 3 (April 15, 2019): 362–81. http://dx.doi.org/10.1108/edi-10-2017-0209.
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PurposeThe purpose of this paper is to describe the objectives, activities and outcomes of the National Science Foundation ADVANCE project, Institutions Developing Excellence in Academic Leadership (IDEAL) during 2009–2012. The goal of IDEAL was to create an institutional learning community empowered to develop and leverage knowledge, skills, resources and networks to transform academic cultures and enhance gender equity, diversity and inclusion in science, technology, engineering and math (STEM) disciplines at six research universities in the northern Ohio region. Over the three-year period, these institutions developed academic leaders and institutionalized gender equity transformation through multi-dimensional and multi-level initiatives, improving the advancement and leadership of women faculty in STEM disciplines.Design/methodology/approachThe authors describe the objectives, activities and outcomes of the NSF ADVANCE project, IDEAL during 2009–2012. The six research institutions included in IDEAL were Bowling Green State University, Case Western Reserve University (the lead institution), Cleveland State University, Kent State University, University of Akron and University of Toledo.FindingsIDEAL’s outcomes included the institutionalization of a number of gender equity initiatives at each university, an increase in the number of tenured women faculty in science and engineering disciplines over three years across the six universities, and increases in the numbers of women in faculty and administrative leadership positions. Out of 62 of the IDEAL participants (co-directors and change leaders), 25 were promoted or appointed to roles of leadership within or beyond their institutions during or after their participation in IDEAL. A number of new institutional collaborations and exchanges involving the six universities occurred during and emerged from IDEAL. An integrative model of the IDEAL program is developed, describing the nested components of each institution’s gender equity transformation within the IDEAL partnership consortium and the larger NSF ADVANCE community, and highlighting the dynamic interactions between these levels.Social implicationsThe IDEAL program demonstrates that systemic change to achieve equity for women and underrepresented minority faculty in STEM disciplines must be rooted on individual campuses but must also propagate among higher education systems and the broader scientific community. The effort to develop, sustain and expand the IDEAL partnership model of institutional transformation (IT) in higher education illuminates how innovative, context-sensitive, cost-effective and customized institutional strategies may be implemented to advance gender equity, diversity, inclusion and leadership of women faculty at all levels across the country.Originality/valueThis is an original description of a unique and distinctive partnership among research universities to foster gender equity IT. The manuscript details the objectives, activities and outcomes of the IDEAL program, established with the aim of broadening participation in the STEM academic workforce and advancing gender equity, diversity and inclusion in institutions of higher education. An integrative model is developed, illustrating the key components and outcomes of the IDEAL program.
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Silver, Julie K. "Understanding and addressing gender equity for women in neurology." Neurology 93, no. 12 (July 31, 2019): 538–49. http://dx.doi.org/10.1212/wnl.0000000000008022.
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Despite the fact that the percentages of women among physicians and neurologists have been rising, gender-related disparities in numerous metrics persist, notably in compensation, promotion, funding, recognition, leadership, publishing, and speaking. Simultaneously, women working in academia, including medicine, face high rates of sexual harassment. Leaders of all health care-related organizations must accept the moral and ethical imperative to expeditiously address both gender-related discrimination and harassment (inclusive of but not limited to sexual harassment) of women in medicine. At this unique time in history, there is an opportunity for leaders in neurology to strategically accelerate efforts to address workforce gender disparities and ensure harassment-free training and work environments. Leaders will have to plan an intentional path forward, using a systematic process, metrics, and strategies unique to their own organizations, to overcome barriers to an equitable and safe work environment for women. Moreover, leaders in 4 gatekeeper organizations—medical schools/academic medical centers, funding agencies, journals, and medical societies—must hold each other accountable for gender equity as their own success and financial return on investment is dependent on the efforts of those in the other categories. In short, the path forward is to focus on ethical principles and behavior when it comes to addressing workforce gender disparities for women in medicine.
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Stowers, Kimberly, Gabriella M. Hancock, Alexis Neigel, Jackie Cha, Isis Chong, Francis T. Durso, S. Camille Peres, Nancy J. Stone, and Baron Summers. "HeForShe in HFE: Strategies for Enhancing Equality in Leadership for All Allies." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 63, no. 1 (November 2019): 622–24. http://dx.doi.org/10.1177/1071181319631382.
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The objective of this panel is to highlight past efforts that have successfully enhanced leadership of women in HFE, as well as brainstorm ideas for continuing this process in the future. In particular, this panel builds off the United Nations’ “HeForShe” movement, which addresses gender equality as a human rights issue in which everyone can take part. As part of this panel, we aim to provide cross-sectional strategies for fostering gender equality, as well as brainstorm future initiatives that take into account the continuing social shifts in gender perceptions. The panel will be co-chaired by Drs. Kimberly Stowers and Gabriella Hancock with assistance from Dr. Alexis Neigel, who will introduce the panel and its role in the HF/E Women’s Organization for Mentoring and Networking’s larger campaign to foster fair and inclusive professional development for future leaders. A variety of panelists from different genders, professional stages, and backgrounds will offer their unique perspective(s) on leadership and professional development. Members of the audience are encouraged to come prepared with questions to better learn the panelists’ thoughts, opinions, and strategies concerning what could and should be done to encourage women’s leadership in the future. Drs. Hancock and Stowers will foster discussion amongst the panelists, and invite questions and participation from the audience.
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Cucarella-Ramon, Vicent. "The Aesthetics of Healing in the Sacredness of the African American Female’s Bible: Zora Neale Hurston’s Moses, Man of the Mountain." Revista Alicantina de Estudios Ingleses, no. 29 (November 15, 2016): 69. http://dx.doi.org/10.14198/raei.2016.29.04.
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Zora Neale Hurston’s Moses, Man of the Mountain (1939) stands in the tradition of African American use of the biblical musings that aims to relativize and yet uphold a new version of the sacred story under the gaze of a black woman that manipulates and admonishes the characters of the gospel to offer a feminist side of the Bible. The novel discloses Hurston’s mastering of the aesthetics that black folklore infused to the African American cultural experience and her accommodation to bring to the fore the needed voice of black women. Rejecting the role of religion as a reductive mode of social protest, the novel extends its jeremiadic ethos and evolves into a black feminist manifesto in which a world without women equates disruption and instability. Hurston showcases the importance of an inclusive and ethic sacred femininity to reclaim a new type of womanhood both socially and aesthetically. Three decades before the post-colonial era, Hurston’s bold representation of the sacred femininity recasts the jeremiad tradition to pin down notions of humanitarianism, social justice and the recognition of politics of art. All in all, in an era of a manly social protest literature Hurston opts for portraying the folkloric aesthetics of spirituality as creative agency simply to acknowledge the leadership of the sacred femininity that black women could remodel into art.
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Aning, John, Confidence Gbolo Sanka, and Francis Elsbend Kofigah. "The Mythopoetics of Chinua Achebe’s Anthills of the Savannah." International Journal of Comparative Literature and Translation Studies 6, no. 1 (January 31, 2018): 36. http://dx.doi.org/10.7575/aiac.ijclts.v.6n.1p.36.
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The objective of this paper is to investigate how Chinua Achebe uses myth making as an attempt to address the leadership problem of his country, Nigeria. Many writers have identified leadership as the greatest problem of many countries in Africa. Consequently, Achebe uses symbolism and a language full of violence to portray the levels of corruption and abuse of power in the novel. In this paper, we present a myth criticism of Achebe’s Anthills of the Savannah by looking at how the novelist deconstructs Biblical and traditional stories to show that women should be given a greater political role alongside men to chart a new course of development. Achebe’s novel is dominated by the myth of the Pillar of Fire which he takes from the Bible and the Idemili myth which he takes from the traditions of his people. At the end of the deconstruction of these two myths, the only viable alternative left is the all-inclusive group led by the priestess of Idemili and hope is finally enshrined in the baby girl Amaechina.
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Hofstädter-Thalmann, Eva, Urania Dafni, Tamara Allen, Dirk Arnold, Susana Banerjee, Giuseppe Curigliano, Elena Garralda, et al. "Report on the status of women occupying leadership roles in oncology." ESMO Open 3, no. 6 (September 2018): e000423. http://dx.doi.org/10.1136/esmoopen-2018-000423.
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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.
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Hancock, Meg G., Lindsey Darvin, and Nefertiti A. Walker. "Beyond the Glass Ceiling: Sport Management Students’ Perceptions of the Leadership Labyrinth." Sport Management Education Journal 12, no. 2 (October 1, 2018): 100–109. http://dx.doi.org/10.1123/smej.2017-0039.
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Sport management undergraduate and graduate programs have gained popularity throughout the United States and around the world. Despite this, women are still underrepresented in sport leadership positions. Although women have made it to the highest levels of sport leadership roles, studies suggest that advancement to such roles is more challenging for women than for men. Extant literature examines perceptions of women employed in the sport industry but fails to consider perceptions of prospective employees, specifically women, with career aspirations in sport business. Therefore, the purpose of this study was to investigate sport management students’ perceptions of barriers to women’s success and upward mobility in the sport industry using the Career Pathways Survey. Results suggest that female sport management students perceive barriers to advancement in the sport industry, whereas male students do not perceive that barriers exist for women. Practical implications for the sport management classroom include developing male advocates, gender diversity and inclusion in guest presentations, and intentional internship placement.
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Edelstein, Cathryn Cushner. "Nonprofit Board Membership and the Gender Gap." Tripodos, no. 48 (December 2, 2020): 13–32. http://dx.doi.org/10.51698/tripodos.2020.48p13-32.
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According to a study conducted by BoardSource and reported in, Leading with Intent: 2017 National Index of Nonprofit Board Practices (Board-Source, 2017), 72% of nonprofit CEO/Executive Director positions are held by females, while only 48% are Executive Board Members and 42% are Board Chairs. The discrepancy between the number of board positions held by women versus staff leadership positions has been the subject of many recent publications. Reviewing academic and industry literature, this paper explores the relationship between an allmale board’s choice of self-assessment tools and its decision-making processes related to creating a gender inclusive board. This paper provides additional insight by applying communication theoretical frameworks to analyze allmale board decision-making processes which ultimately affect recruitment outcomes.
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Tzenova, Lubka, and Vasilka Stamatova. "WOMEN IN LEADERSHIP POSITIONS – OPPORTUNITIES AND REALITIES IN BIG BULGARIAN COMPANIES." Knowledge International Journal 28, no. 5 (December 10, 2018): 1497–502. http://dx.doi.org/10.35120/kij28051497l.
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In recent years the issue of gender equality has been continuously in the centre of attention of politicians, business people and researchers, especially in view of the fact that gender equality is a basic principle and a common value of the European Union, as well as a key factor for achieving sustainable, intelligent and coherent economic growth.This article considers the issue of gender equality with regard to the inclusion of women in the composition of corporate boards in the biggest listed companies in Bulgaria. The legal framework of gender equality in Bulgaria is reviewed: European context and legal guarantees for equality contained in current Bulgarian legislation. A snapshot of the current status of the involvement of women in the management of Bulgarian companies is presented, especially what percentage of the management cadre in the big Bulgarian publicly traded companies are women. An outline is given of the potential and need for further studies of the problem in the light of the ever-greater involvement of women in management and the related elements of corporate governance.
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Coatney, Caryn. "Media rhetoric of post-heroic leadership: Julia Gillard, Barack Obama and Press Gallery journalists, 2010–2013©." Media International Australia 167, no. 1 (April 4, 2018): 71–87. http://dx.doi.org/10.1177/1329878x18766089.
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Scholars have recognised the Canberra Press Gallery’s capacity to contribute to an inclusive, collective style of political leadership in the context of declining nostalgia for heroes of military conflict. While political leaders have signified supporting journalists in a ‘cooperative search for truth’ about a conflict, the Gallery has influenced these relations as ‘the courageous teller of a truth’. This article examines the media rhetoric and Press Gallery relations of Australian Prime Minister Julia Gillard and her identification with US President Barack Obama during the conflict in Afghanistan between 2010 and 2013. Gillard connected to Obama’s agenda by arguing, like him, that military sacrifices had been justified because of the need to support marginalised groups, including Afghan women and girls. This article argues that as time went by, Press Gallery journalists increasingly queried and investigated Gillard’s rationale for the conflict. The journalists portrayed their role as public defenders of the ‘truth’ about Australia’s military engagement by including Afghanistan sources countering heroic military narratives.
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Hargons, Candice, Melanie Lantz, Laura Reid Marks, and Emily Voelkel. "Becoming a Bridge: Collaborative Autoethnography of Four Female Counseling Psychology Student Leaders." Counseling Psychologist 45, no. 7 (October 2017): 1017–47. http://dx.doi.org/10.1177/0011000017729886.
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Women with multiply-marginalized identities remain underrepresented in the American Psychological Association and Society of Counseling Psychology leadership. As early entrants into the leadership pipeline, female student leaders can potentially shift that trend; however, we know little about their leadership emergence processes. In this study, we employed collaborative autoethnography to analyze the positional standpoints of four diverse female counseling psychology leaders. We identified themes in their leadership narratives, which began when they were students. The results focused on factors associated with participants’ leadership emergence processes, the role of marginalized identities in participants’ leadership emergence, and the interplay between counseling psychology values and leadership through the theoretical framework of bridge leadership. We found themes of (a) Leadership Attributes, including future orientation, determination, and connection; as well as (b) Opportunities and Mentorship. Other themes included counseling psychology values of Advocacy, Social Justice, Inclusion, Multiculturalism, and Enhancing Training. Recommendations for students and trainers are highlighted.
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Richards, Patricia. "Women and Politics in Chile." Canadian Journal of Political Science 40, no. 3 (September 2007): 804–5. http://dx.doi.org/10.1017/s0008423907071016.
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Women and Politics in Chile, Susan Franceschet, Boulder CO: Lynne Rienner Publishers, 2005, pp. x, 203.The Pinochet dictatorship in Chile (1973–1990) was marked by a high degree of women's activism focusing on human rights, economic survival and feminism. Many women expected that their active role during the dictatorship would lead to a new way of doing politics and greater inclusion of women in the political process once democracy was restored. But despite the recent election of Michelle Bachelet as president of Chile, Chilean women continue to be vastly underrepresented in political party leadership and elected office. In this clearly written and cogently argued book, Susan Franceschet addresses the important question of the marginalization of women from Chilean politics under democracy.