Leadership Programs for Academic Women: Building Self-Efficacy and Organizational Leadership Capacity

Ford, Angela; Dannels, Sharon; Morahan, Page S.; Magrane, Diane

doi:10.1089/jwh.2020.8758

Cited by 8 publications

(7 citation statements)

References 29 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“… 3 , 4 These programs have supported women faculty by increasing retention 6 and assisting them in attaining promotion 7 and leadership positions. 8 Continuing these programs is essential because the current culture in academic medicine largely favors men in key areas, such as promotion 9 and salary. 10 …”

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)

View full text Add to dashboard Cite

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.

show abstract

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)

View full text Add to dashboard Cite

show abstract

“…Despite all the efforts around WLDP, the data indicates that even with 30 years of focus on gender equity in leadership, there continues to remain an imbalance between male and female representation at various levels of leadership, in particular, because of the masculine dominance in the senior level and the board room of organizations (Clarke, 2011;Bergman et al, 2009). WLDP increases women's self-confidence, which Ford et al (2021) found also increased self-efficacy. Additionally, these programs provide tools for leadership advancement, such as building a network and forming social capital.…”

Section: Organizational Strategies Implemented To Support Female Lead...mentioning

confidence: 99%

“…WLDP aims to solve this issue by placing women into relational environments where they could relate as a homogenous gender and create trusting spaces where they could empower one another. The aim is that woman-only environments would empower women to gain self-confidence and efficiency, which have been shown as critical factors in leadership, to advance their careers (Sugiyama et al, 2016;Ford et al, 2021). Evidence has shown that creating spaces where women can share their perceptions of leadership is critical in connecting them to their lived experiences, which the researcher of this manuscript aims to explore (Sugiyama et al, 2016).…”

Section: Organizational Strategies Implemented To Support Female Lead...mentioning

confidence: 99%

“…This code would merge with several others to form the overarching Identity Development and Role in Perceptions theme explored later in this manuscript. Men rely heavily on selfefficacy, which is the capacity to execute behaviors necessary to produce specific performance attainments to demonstrate their PLB, thus continuing their linear career path (Ford et al, 2021). Given that women encounter more obstacles in their careers, how they define success differs from men.…”

Section: Nonprofit Organization's Role In Women's Developmentmentioning

confidence: 99%

“…For alignment one, the literature suggests that women align more with transformational leadership as transformational leadership is centered around relationships and community and engaging in activities that produce sustained long-term results in their community, self-development, and belonging (Elwin & Jones, 2017;Sugiyama et al, 2016). In contrast, men rely heavily on self-efficacy, which is the capacity to execute behaviors necessary to produce specific performance attainments to demonstrate their PLB, thus continuing their linear career paths (Ford et al, 2021). Women encounter more obstacles in their careers, so how they define success differs from men.…”

Section: Finding Two: Community and Belongingmentioning

confidence: 99%

See 2 more Smart Citations

Cultivation of professional leadership behaviors in women

Stripling

View full text Add to dashboard Cite

Leadership and business management practices and behaviors are historically hegemonic masculine in nature, creating environments of competition and conquests of masculinity, offering a limited perspective on the feminine experience with Professional Leadership Behaviors (PLB). This action research study investigated the strategies used to enhance the understanding of how professional women cultivate PLB within the context of a women-centered nonprofit organization by evaluating how they transition from a transactional understanding to a transformative experience of how they incorporate PLB into their lived experience. The research site was selected as nonprofits have played a historical role in developing and providing women with opportunities when traditional professional paths were unavailable. The study is rooted in the Participatory Action Research (PAR) methodology and used a mixed-method approach for data collection by integrating the contextualized thick-rich data of the qualitative approach with the generalizability and valid insights that quantitative data provides. Five participants completed a multi-stepped action-step plan implemented and evaluated across four to six weeks. The three key findings that resulted were: (1) that the women's nonprofit fosters an environment of psychological safety; (2) women transition from a transactional to a transformative state when they were empowered by the community and feel they belong; and (3) transformative thinking is an intentional act supported by critical reflection, coaching, and debriefing. Professional women are navigating organizational cultures created by and for men and are being held to standards that do not align with their definitions of or experiences with PLB. This study provides insights into the feminist perspective on cultivating PLB and the traits they value in leadership. It supports organizational change efforts for how to include a women's voice and perspective in the development of leadership practices.

show abstract