Women and Leadership in Medicine and Medical Education: International Perspectives

McKimm, Judy; Silva, Ana da; Edwards, Suzanne; Greenhill, Jennene; Taylor, Celia A.

doi:10.1108/s2051-233320150000002005

Cited by 16 publications

(24 citation statements)

References 92 publications

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“…Addressing these gaps situates women leaders as critical actors in culture change22 45 47 and conceptually grounds women’s leadership in their lived experiences and not the broader generic leadership literature 17. The exception to the rule is studies examining leadership development programmes 62 68 73 75 85 86.…”

Section: Discussionmentioning

confidence: 99%

“…Despite the recognition, it has been challenging for scholars to study and develop women’s leadership. The difficulty, in part, stems from thecurrent barriers’ cultural nature: traditional models of work,11 implicit gender bias,12 limited access to support systems both mentors9 and sponsors,13 gender stereotyping,14 gendered views of leadership15 and culture-abiding self-imposed constraints 16 17…”

Section: Introductionmentioning

confidence: 99%

“…Such a portrayal illustrates the inevitable role women must play as leaders, especially given their increased numbers,10 but it also indicates conceptual immaturity. From the emerging conceptual discourse,10 17 45–47 we know that scholarship on women’s leadership lacks depth, where leadership emergence is commonly restricted to the pipeline metaphor, while enactment of it remains grounded in the generic leadership literature.…”

Section: Introductionmentioning

confidence: 99%

“…Much of women’s leadership studies remain grounded in the broader leadership literature 17. As a result, our conceptualisations of leadership enactment draw on theories developed on the study of male leaders, making such scholarship inherently male.…”

Section: Introductionmentioning

confidence: 99%

“…Our understanding may be expanded by exploring the values that inform women’s decisions, the behaviours they model and the actions they take to improve the quality of medical education and practice whether formally or informally. Addressing these gaps situates women leaders as critical actors in culture change22 45 47 and begins to conceptually ground women’s enactment of leadership in their lived experiences, rather than the broader generic leadership literature 17…”

Section: Introductionmentioning

confidence: 99%

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Women’s leadership in academic medicine: a systematic review of extent, condition and interventions

Alwazzan

Al‐Angari

2020

BMJ Open

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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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Section: Discussionmentioning

confidence: 99%