The Status of Women in US Academic Pharmacy

Abstract

Objective. To describe the status of women in pharmacy education with particular focus on a 10-year update of a previous study. Methods. Information was obtained from national databases, published reports, scholarly articles, and association websites. Comparisons were made between men and women regarding degree completion, rank, tenure status, leadership positions, research awards, salaries, and career advancement.Results. There have been modest gains in the number of women serving as department chairs and deans. Salary disparities were found between men and women at several ranks within pharmacy practice. Men were more apt to be tenured or in tenure-track positions and received 89.4% of the national achievement awards tracked since 1981. Conclusion. The problem cannot be simply attributed to the pipeline of those entering academia. Barriers to advancement differ between men and women. We recommend that individuals, institutions, and associations implement strategies to decrease barriers and reduce bias against women.

The Italian University Habilitation and the Challenge of Increasing the Representation of Women in Academia

“…At MIT, the current proportion (data reported in 2015) of women faculty in science and engineering departments is the same as the proportion of women in the applicant pools; nevertheless, only 19% of the science faculty and 17% of the engineering faculty are women [37]. Some improvements have been documented, for example in academic pharmacy in the US, where, in 2013, women made up 25% of professors, 46% of associate professors, and 60% of assistant professors, with an increase in all sub-disciplines over the previous 10 years [38]. Nonetheless, under-representation persists regarding membership of learned societies.…”

Appropriateness of Term Limits for Administrative Appointments in Pharmacy Programs

“…Leadership positions in pharmacy programs are also not representative of the overall proportion of male and female faculty members, a problem that has been discussed previously in the literature. 17 Most CEO dean positions in 2017-2018 (the most recent data available) were held by men (77.9% men vs 22.2% women) and a smaller proportion of women held administrative positions, including CEO dean, associate dean, and assistant dean, as well as department chair (58.9% men vs 41.1% women). 16 There is also evidence of higher turnover intentions among women who experience more frequent denial of promotion and tenure.…”

Women in leadership and the bewildering glass ceiling

“…60,76 Other strategies recommended for organizational consideration in efforts to improve representation by women in leadership roles include 45,72,73 • Setting targets for advancing women in leadership roles (for example, having a goal that 50% of executive positions will be filled by women), • Tracking leadership metrics (e.g., the number of women versus men in leadership roles relative to the entire work force) and studying and appropriately correcting detected inequities, • Identifying and cultivating potential women leaders early in their careers, • Sharing the success stories of women leaders to inspire others, 55 At the individual level, women must also act as their own advocates by seeking out networks, sponsors, and mentors; building social capital; and marketing themselves and their contributions to the organization. 6 Women in CEO and senior-level positions offer the following advice to women: 61,74,75,77,78 • Be appropriately assertive in promoting yourself. • Build a network by making yourself known to individuals internal and external to your organization, particularly those with connections to industry leaders.…”

“…Organizations should actively recruit, develop and train, and support women in leadership roles; implement formal mentoring and coaching programs; assist in identifying sponsors; and enact policies that facilitate work-life balance (for example, providing resources for childcare or eldercare and flexible work options). 6,45,55,61,74 Hiring and promotion processes and policies, as well as decisions regarding compensation, should be reviewed and monitored to ensure that they are fair and uninfluenced by gender bias. 55,75,76 As part of developing more equitable hiring practices, organizations should use diverse search/hiring committees where applicable and provide training that addresses conscious and unconscious (implicit) gender bias.…”

“…The ASHP Women in Pharmacy Leadership Steering Committee recommended that strategies to promote women's leadership must be developed and implemented on multiple levels: the individual level, the institution/employer level, the professional leadership or organization level, and, ultimately, the societal level. [72][73][74] Table 1 presents examples of wide-ranging strategies "mapped" to common barriers discussed earlier in this article. 72,73 At the institution/employer level, organizations must prioritize gender equity and be deliberate in their efforts to expand leadership opportunities for women; this includes creating comprehensive programs and policies that address barriers limiting the access of women to leadership career tracks.…”