Development and assessment of a nationwide, cross-discipline women faculty mentoring program

Eiland, Lea S.; Shields, Kelly M.; Smith, Susan E.; Covington, Elizabeth W.; Edwards, Akesha; Kinney, Shannon R. Morey; Haines, Seena L.

doi:10.1016/j.cptl.2021.09.031

Cited by 6 publications

(4 citation statements)

References 15 publications

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“…Support from AACP to facilitate authentic mentorship experiences within existing mentorship programs and the development of an interdisciplinary program to fill gaps would provide the benefits of successful mentorship to a greater number of pharmacy faculty and staff. By refocusing existing mentoring programs to provide a support system that enables participants to lean on and learn from each other and feel a sense of camaraderie, [6][7] the Academy can play a larger role in retaining members within academic pharmacy. Additionally, evaluating mentoring programs using evidence-based approaches, such as mentoring models and relationships, delivery and structure of the programs, specific training for both the mentors and mentees, programmatic outcomes, and a post-participation evaluation of the program, creates the potential for more successful programs.…”

Section: A J P E a C C E P T E D D R A F T Pap Manuscriptmentioning

confidence: 99%

Developing Authentic Mentorship Through Professional Organizations

Shields

Eiland

Zitko

et al. 2023

American Journal of Pharmaceutical Education

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Harsh realities in pandemic fatigue, burnout, inequities, and isolation are impacting academic pharmacy. Mentoring programs, especially inter-institutional programs like those provided within the American Association of Colleges of Pharmacy (AACP), may help combat some of these issues. Unfortunately, year after year, academy members continue to request information on mentoring, whether it be the opportunity to pair up, advice on how to be better at it, or guidance on how to develop a program on mentoring. The need for authentic mentoring is vital to the success and retention of faculty and staff to the academy. Therefore, it's time for us to take a closer look at why, despite on-going mentoring programs scattered within AACP Sections and Special Interest Groups, these programs are unable to fulfill the needs of participants.

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Section: A J P E a C C E P T E D D R A F T Pap Manuscriptmentioning

confidence: 99%

Developing Authentic Mentorship Through Professional Organizations

Shields

Eiland

Zitko

et al. 2023

American Journal of Pharmaceutical Education

Self Cite

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“…Career development and leadership programs for women faculty 1 – 4 create a safe space separate from men where women can develop their professional identities and clarify their desired trajectories. This space is important for creating psychological safety and camaraderie among women in situations where men hold the majority of leadership positions with decision-making power.…”

Section: Introductionmentioning

confidence: 99%

Commitment to inclusion: The importance of collaboration in gender equity work

Lee,

Levine,

Yousem

et al. 2024

Womens Health (Lond Engl)

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Despite decades of faculty professional development programs created to prepare women for leadership, gender inequities persist in salary, promotion, and leadership roles. Indeed, men still earn more than women, are more likely than women to hold the rank of professor, and hold the vast majority of positions of power in academic medicine. Institutions demonstrate commitment to their faculty’s growth by investing resources, including creating faculty development programs. These programs are essential to help prepare women to lead and navigate the highly matrixed, complex systems of academic medicine. However, data still show that women persistently lag behind men in their career advancement and salary. Clearly, training women to adapt to existing structures and norms alone is not sufficient. To effectively generate organizational change, leaders with power and resources must commit to gender equity. This article describes several efforts by the Office of Faculty in the Johns Hopkins University School of Medicine to broaden inclusivity in collaborative work for gender equity. The authors are women and men leaders in the Office of Faculty, which is within the Johns Hopkins University School of Medicine dean’s office and includes Women in Science and Medicine. Here, we discuss potential methods to advance gender equity using inclusivity based on our institutional experience and on the findings of other studies. Ongoing data collection to evaluate programmatic outcomes in the Johns Hopkins University School of Medicine will be reported in the future.

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“…Such efforts are underway in other sectors and are showing early success. Eiland et al (2021) looked at the impact of a nascent mentoring program for women in pharmacy education programs and showed mentors and mentees were satisfied with the outcomes after 1 year. That study found that the women discussed topics related to their education, difficult work situations, work-life balance, and future career development.…”

Section: Mentoring and Coachingmentioning

confidence: 99%

“…These topics mirror the issues raised by the seven women in this study as relevant for them and those they were mentoring. The women in Eiland et al (2021) also spoke about the camaraderie they felt and the importance of building a network beyond their current institution.…”

Section: Mentoring and Coachingmentioning

confidence: 99%

A woman's place is in the lead: a narrative research study exploring nonprofit women leaders' experiences in getting to the corner office

Wax

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This narrative study examined the experiences of seven female leaders of nonprofit organizations to determine the factors for their success in attaining top positions in large organizations that are traditionally fronted by men. Role congruity theory served as the framework for the semi-structured interviews and subsequent analysis. Findings showed the biases and barriers they faced, the support networks they built, impact on family life, how their leadership differs from men, and advice they would offer women seeking to succeed in the leadership of similar nonprofit organizations. The women led organizations with budgets ranging from $13 million to $600 million. Recommendations for practice include use of executive coaches, female-centered leadership training, and intentional inclusion of women in leadership pipelines. Future research could center on women of color in nonprofit leadership the impact of growing nonprofit management degree programs, and examination of the diverse types of nonprofits and whether women are more likely to lead certain types of organizations within the sector.

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Development and assessment of a nationwide, cross-discipline women faculty mentoring program

Cited by 6 publications

References 15 publications

Developing Authentic Mentorship Through Professional Organizations

Developing Authentic Mentorship Through Professional Organizations

Commitment to inclusion: The importance of collaboration in gender equity work

A woman's place is in the lead: a narrative research study exploring nonprofit women leaders' experiences in getting to the corner office

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