PurposeThe purpose of this paper is to advance our understanding of the role of risk in leader identity development for women by identifying processes women leaders employ to overcome perceived risk.Design/methodology/approachTwenty-five women leaders in the Irish healthcare sector took part in an 18-month long identity-based leadership development program. Qualitative data from interviews, focus groups, critical incident diaries and individual exit surveys and observations were analyzed using the constant comparative method.FindingsFour key processes are identified as women leaders work through risks associated with structural elements (perceiving and mitigating structural risk) and agency of the leader (accepting agentic risks and developing agency).Research limitations/implicationsLike many focused qualitative studies, generalizability to a larger population might be limited. The authors, therefore, recommend future research to consider these issues in other industries, levels and national contexts.Practical implicationsOrganizational members should pay attention to structural factors that affect women's perceptions of risks in internalizing a leader identity such as perceptions of organizational support for development, role models, mentoring and behavioral norms. Programs should aim to increase individual agency through personal reflection and freedom to experiment.Originality/valueThis paper offers an original and nuanced perspective on the role of risk in the leader identity development process for women.
This paper details a protocol for a systematic review that will be used to identify, critically appraise, and synthesize current academic evidence relating talent management practices for internationally trained nurses in healthcare organizations. Databases used in the search will include CINAHL with full text (EBSCOhost), PubMED, PsycINFO, Embase, Business Source Complete, Academic Source Complete, Web of Science, and Medline. Searches are limited to studies in English. Based on receiving funding approval in May this review will systematically search all materials in databases up until 2022, with predetermined search terms. All studies will be screened based on specific criteria and predetermined search terms using the Boolean terminology. Risk of any bias will be considered and assessed using the checklist provided by the National Institute of Health and Clinical excellence. Two assessors will review the findings using convergence and any disagreement will be settled by a third-party reviewer. The systematic review will produce a synthesis of the data related to talent management practices for internationally trained nurses in healthcare settings, as well as outlining areas for further research. The study will be the first of its type to systematically review and synthesize talent management practices for internationally trained nurses. In particular, the findings will provide the latest, validated evidence to narrate the development talent management practices specifically in relation to the strategically important cohort of internationally trained nurses in healthcare organizations. It will also help create a pipeline of suitably qualified candidates for future roles, as well as helping internationally trained nurses identify career trajectories. By systematically gathering and analyzing the relevant research, a stakeholder informed evidence-based approach to talent management for this cohort can be informed as a way of improving the quality and safety of care to the patient.
IntroductionWhile equality and inclusion practices in healthcare have been advanced from a service user perspective, little is known about the application of workplace equality and inclusion practices in healthcare on upper-middle-income and high-income countries. In the developed world, the composition of the healthcare workforce is changing, with nationals and non-nationals working ‘side-by-side’ suggesting that healthcare organisations must have robust and meaningful workplace equality and inclusion practices. Healthcare organisations who welcome and value all their employees are more creative and productive, which can lead to better quality of care. Additionally, staff retention is maximised, and workforce integration will succeed. In view of this, this study aims to identify and synthesise current best evidence relating to workplace equality and inclusion practices in the healthcare sector in middle-income and high-income economies.Methods and analysisUsing the Population, Intervention, Comparison and Outcome (PICO) framework, a search of the following databases will be made—MEDLINE, CINAHL, EMBASE, SCOPUS, PsycInfo, Business Source Complete and Google Scholar—using Boolean terms to identify peer-reviewed literatures concerning workplace equality and inclusion in healthcare from January 2010 to 2022. A thematic approach will be employed to appraise and analyse the extracted data with the view to assessing what is workplace equality and inclusion; why it is important to promote workplace equality and inclusion in healthcare; how can workplace equality and inclusion practices be measured in healthcare; and how can workplace equality and inclusion be advanced in health systems.Ethics and disseminationEthical approval is not required. Both a protocol and a systematic review paper are to be published concerning workplace equality and inclusion practices in the healthcare sector.
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