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Using an employee resource group to develop GRIT in female healthcare leaders: a case study
Abstract
Purpose:
This case study aims to demonstrate how the Greater Leadership Opportunities for Women (GLOW) Mayo Clinic Employee Resource Groups (MERG) has positively impacted leadership development focusing on growth, resilience, inspiration and tenacity (GRIT) and increased advancement for female leaders at Mayo Clinic. It will also establish how the innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT.
Design/methodology/approach:
This case study design was used to measure the impact of the GLOW MERG's interventions through qualitative and quantitative approaches that highlight both process and outcome to increase study validity through complementarity, which "seeks elaboration, enhancement, illustration, clarification of the results from one method with the results from another" (Greene, et al., 1989, p. 259) as well as completeness and context (Onghena et al., 2019; Schoonenboom and Johnson, 2017; Bryman, 2006). Learning outcomes (knowledge), skill accomplishments and attitude development were evaluated within two weeks after each session and annually through standardized surveys sent to participants via email. The surveys were designed to capture key information about the sessions, including the impact of the session content, the willingness and ability of attendees to apply the learning and identification of opportunities for improvement in session design and delivery, as well as measure satisfaction with the activities offered, the frequency and method(s) of communication, barriers to session attendance and particular topics or speakers of interest to members (Appendix 1). Response options included dichotomous scales, Likert-type scales, multi-select and free text. This provided a voluntary response sampling, as post-session surveys were sent to all session attendees and annual surveys were sent to all GLOW MERG members, which allowed individuals to choose if they would respond to the surveys (Creswell and Creswell, 2018). To foster an environment of continuous improvement, plan-do-study-act (PDSA) cycles (Langley et al., 2009) were conducted after every survey by the event planning team and the GLOW MERG Board. Interventions were tested, reviewed and discussed during monthly board meetings and event planning. Improvements were made and results were shared with key stakeholders through regular communication channels. Additionally, 30 past and present GLOW MERG leaders were surveyed to measure their perceived impact of participation in the GLOW MERG interventions using dichotomous scales, multi-select and free text responses (Appendix 2). This targeted purposive sample was selected because of their high level of engagement with the MERG to provide a retrospective evaluation of the success of the GLOW MERG, and its interventions for career advancement related to the development of GRIT attributes, knowledge and skills resulting in career advancement for those who are/have been highly engaged with the MERG.
Findings:
The results spanning the past few years of GLOW MERG interventions has shown that the GLOW MERG has been successful in providing targeted educational events that address the GRIT knowledge, skills and attributes, needed for female health-care leaders to be successful in developing GRIT capabilities. By staying true to its mission and vision, the GLOW MERG has been able to promote, educate and empower female leaders at Mayo Clinic while actively breaking down the barriers that can prevent women from obtaining leadership positions.
Research limitations/implications:
There are several limitations with this case study's data collection and sampling methods. First, the post-session and annual survey sampling was based mainly on ease of access, with responses obtained from respondents who are more likely to volunteer or those with the strongest opinions. This allowed for potential bias as responses may not be representative of all GLOW MERG member opinions. Furthermore, the purposive sample of present and past GLOW MERG leaders was also subject to volunteer bias and may not have be representative of the GLOW MERG population. Additionally, the case study examined the practices of only one site and MERG group and may not be representative of all sites or employee resources groups.
Practical implications:
The interventions implemented by the GLOW MERG to assist women with developing GRIT knowledge, skills and attributes - barriers women often face in leadership roles - were tested, reviewed and discussed during monthly board meetings and event planning. PDSA cycles were conducted, improvements were made and results were shared with key stakeholders through regular communication channels (Langley et al., 2009). Key lessons learned from these assessments include: One size does not fit all for leadership development. GLOW members have a wide variety of backgrounds, skills and experiences. Repetition is important in the development of GRIT knowledge, skills and attributes associated with GRIT. A one-time event provides attendees with an information overview and the steps to start developing a new skill but no dedicated time to practice and implement that skill.
Originality/value:
The innovative utilization of employee resource groups can positively impact the development of leaders within an institution in general and specially can enhance behaviors related to GRIT.
... Within the same theme, Feng et al. (2017) point out a better performance of the exercise of distributive leadership relative to individual forms of leadership in service innovation, while Cheon, Song, and Meier (2021) add that female managers are more willing to increase innovative solutions in the management process than their male counterparts. In this follow-up, Renner et al. (2022) studied female leadership development focusing on growth, resilience, inspiration and tenacity. ...
Non-profit healthcare organisations (NPHO's) serve a heterogeneous population, from the elderly in nursing homes to people with mental disorders or children and young people with chronic illnesses. Given the fast changing context in which they operate, their innovative capacity becomes a key element of their intervention. Thus, the way in which leadership is exercised has a major influence on the innovation results. Given the fragmentation on this topic, this study aimed at conducting a Systematic Literature Review (SLR). This SLR identified a total of 243 original articles published between 1985 and 2023, and, through a bibliometric analysis using the RStudio's Bibliometrix software, identified the different aspects between innovation and leadership in NPHO's present in the literature. Four main clusters were identified: innovation management in NPHO's-facilitators and obstacles; innovation and organisational performance-the centrality of the user and the quality of services; leadership as a vector of innovation; affective aspects and the performance of NPHO's. A conceptual model is proposed, the gaps are identified, such as future lines of research emerge from the results obtained. This SLR is intended to be a document that may support practical changes in the context that promote innovation in NPHO's.
... Using mixed research methods draws from the strengths of the qualitative and quantitative research methods. It likewise provides an opportunity to develop novel theoretical perspectives by combining the strengths of quantitative and qualitative methods (Renner, Borgwardt, Coyle, Moeschler, & Bhagra, 2022). ...
Information Technology (I.T.) and the net have transformed people's approach to life and educational access. These changes brought pressures and challenges to students to adapt to the new normal. The study aimed to determine the coping mechanisms of the I.T. students during the new normal era. The study utilized a mixed-methods type of research, which develops a novel theoretical perspective by combining the strengths of quantitative and qualitative methods. The study's respondents are the 515 students from the College of Information and Communications Technology at Bulacan State University, Philippines. A validated survey instrument was disseminated through messenger to randomly selected students in the college. Furthermore, a focus group discussion with the college organization officers was done via google meet. The findings revealed a 3.27 weighted mean on their coping behavior, which means that the Information and Technology students experienced this behavior sometimes. Moreover, to cope up with the challenges in the new normal education, the coping mechanisms they did enable them to survive in their studies are time management, self-determination, giving oneself to rest and to relax through mobile games, communicating with friends. Lastly, change of environment. Furthermore, appropriate behavior in managing the stress brought by the new normal education will make studying lighter and enjoyable. Recommendations as regards coping mechanisms were submitted to the administrators to further.
... Using mixed research methods draws from the strengths of the qualitative and quantitative research methods. It likewise provides an opportunity to develop novel theoretical perspectives by combining the strengths of quantitative and qualitative methods (Renner, Borgwardt, Coyle, Moeschler, & Bhagra, 2022). ...
Information Technology (I.T.) and the net have transformed people's approach to life and educational access. These changes brought pressures and challenges to students to adapt to the new normal. The study aimed to determine the coping mechanisms of the I.T. students during the new normal era. The study utilized a mixed-methods type of research, which develops a novel theoretical perspective by combining the strengths of quantitative and qualitative methods. The study's respondents are the 515 students from the College of Information and Communications Technology at Bulacan State University, Philippines. A validated survey instrument was disseminated through messenger to randomly selected students in the college. Furthermore, a focus group discussion with the college organization officers was done via google meet. The findings revealed a 3.27 weighted mean on their coping behavior, which means that the Information and Technology students experienced this behavior sometimes. Moreover, to cope up with the challenges in the new normal education, the coping mechanisms they did enable them to survive in their studies are time management, self-determination, giving oneself to rest and to relax through mobile games, communicating with friends. Lastly, change of environment. Furthermore, appropriate behavior in managing the stress brought by the new normal education will make studying lighter and enjoyable. Recommendations as regards coping mechanisms were submitted to the administrators to further.
... Using mixed research methods draws from the strengths the qualitative and quantitative research methods. It likewise provides an opportunity to develop novel theoretical perspectives by combining the strengths of quantitative and qualitative methods (Renner, Borgwardt, Coyle, Moeschler, & Bhagra, 2022). ...
Employee Resource Groups (ERGs), which bring together employees with shared identity or purpose, have been expanding around the globe. ERGs can be a recruiting and retention tool, providing member benefits of career growth, developing friends and providing expanded purpose at work. Given their popularity, they are of interest for researchers. Thus, we conducted a study focused on the ERG leader experience overall and the benefits to employees and employers offered by ERGs. We did this by conducting in-depth interviews with ten ERG leaders in three different organisations. Our work uncovered five ERG topics (or emergent themes) discussed by the interviewees: (1) ERG structure and leadership, (2) Multi-faceted purpose of ERGs, (3) Moving from ERGs to business resource groups (BRGs), (4) Leader time management and (5) Organisational support for ERGs. Additionally, we propose avenues for future research and suggest new work focused on the mutual benefits of ERGs for both individuals and organisations.
Background
Women are underrepresented in healthcare leadership, yet evidence on impactful organisational strategies, practices and policies that advance women's careers are limited. We aimed to explore these across sectors to gain insight into measurably advancing women in leadership in healthcare.
Methods
A systematic review was performed across Medline via OVID; Medline in-process and other non-indexed citations via OVID; PsycINFO and SCOPUS from January 2000 to March 2021. Methods are outlined in a published protocol registered a priori on PROSPERO (CRD42020162115). Eligible studies reported on organisational interventions for advancing women in leadership with at least one measurable outcome. Studies were assessed independently by two reviewers. Identified interventions were organised into categories and meta-synthesis was completed following the ‘ENhancing Transparency in REporting the synthesis of Qualitative research’ (ENTREQ) statement.
Findings
There were 91 eligible studies from 6 continents with 40 quantitative, 38 qualitative and 13 mixed methods studies. These spanned academia, health, government, sports, hospitality, finance and information technology sectors, with around half of studies in health and academia. Sample size, career stage and outcomes ranged broadly. Potentially effective interventions consistently reported that organisational leadership, commitment and accountability were key drivers of organisational change. Organisational intervention categories included i) organisational processes; ii) awareness and engagement; iii) mentoring and networking; iv) leadership development; and v) support tools. A descriptive meta-synthesis of detailed strategies, policies and practices within these categories was completed.
Interpretation
This review provides an evidence base on organisational interventions for advancing women in leadership across diverse settings, with lessons for healthcare. It transcends the focus on the individual to target organisational change, capturing measurable change across intervention categories. This work directly informs a national initiative with international links, to enable women to achieve their career goals in healthcare and moves beyond the focus on barriers to solutions.
Purpose
The purpose of this paper is to investigate the relationship between strategic human resource management (SHRM) practices and organizational resilience in a Tunisian democratic transition context. It is hypothesized that five SHRM practices influence three organizational resilience dimensions.
Design/methodology/approach
The research design is based on a deductive approach. The relations were checked over two periods by using quantitative methods. Questionnaires were addressed to top managers of resilient Tunisian companies. The hypotheses were verified after.
Findings
Results showed that SHRM practices affect the resilience dimensions. Analysis showed that SHRM practices enhance the robustness of firms, especially in the second period, and significantly influence agility and integrity.
Practical implications
Managers can use these findings to develop targeted actions in HRM to enhance a specific resilience dimension. They can make better decisions based on knowledge surrounding the precise effects of SHRM practices on resilience dimensions.
Originality/value
The authors highlighted the role of SHRM in developing organizational resilience. Gaps were noticed in the organizational resilience literature. This research is among the rare studies that have investigated the linkage between SHRM practices and organizational resilience. By using quantitative methods and adopting a longitudinal perspective for analyzing data, it leads to better identify the evolution of the influence of SHRM practices on each resilience dimension over time.
Mixed methods single case research (MMSCR) is research in which single case experimental and qualitative case study methodologies, and their accompanying sets of methods and techniques, are integrated to answer research questions that concern a single case. This article discusses the historical roots and the distinct nature of MMSCR, the kinds of knowledge MMSCR produces, its philosophical underpinnings, examples of MMSCR, and the trustworthiness and validity of MMSCR. Methodological challenges relate to the development of a critical appraisal tool for MMSCR, to the team work that is involved in designing and conducting MMSCR studies, and to the application of mixed methods research synthesis for multiple case studies and single case experiments.
Females typically earn less than males. The reasons are not fully understood. This paper re‐examines the idea that women “don't ask,” which potentially assigns part of the responsibility for the gender pay gap onto female behavior. Such an account cannot readily be tested with standard datasets. This paper is the first to be able to use matched employer–employee data in which workers are questioned about their asking behavior. It concludes that males and females ask equally often for promotions and raises. The paper's empirical results suggest, however, that while women do now ask they “don't get.”
Purpose
This paper maps the barriers to women leadership across healthcare, academia and business, and identifies barriers prevalence across sectors. A Barriers Thematic Map (BTM), with quantitative logic, and a prevalence chart have been developed, with the aim to uncover inequalities and provide orientation to develop inclusion and equal opportunity strategies within different work environments.
Design/methodology/approach
A systematic literature review method was adopted across five electronic databases. Rigorous inclusion/exclusion criteria were applied to select relevant publications, followed by critical appraisal of the eligible articles. The geographical target was Europe, with a publication time range spanning the period from 2000 to 2015. Certain specialized international studies were, also, examined. The key themes were identified using summative content analysis and the findings were analysed using qualitative meta-summary method to formulate hypotheses for subsequent research.
Findings
Twenty-six barriers were identified across the aforementioned sectors. A high degree of barriers commonalities was identified, with some striking differences between the prevalence of barriers across sectors.
Research limitations/implications
The results of this study may need further validation using statistical methodology given the knowledge base gaps regarding the range of barriers and the differences in their prevalence. Bias and interpretation in reporting anchored in different theoretical frameworks ought to be further examined. Additional variables such as ambiguously stated barriers, sector overlap, women’s own choices, cultural and educational background, and analysis in the context of the economic crisis, ensuing austerity, and migratory pressure, are also worth exploring.
Practical implications
Women’s notable and persisting underrepresentation in top leading positions across sectors reflects a critical drawback in terms of organizational and societal progress particularly regarding inclusion and balanced decision making. Practice related blind spots may need to be further examined and addressed through specific policies.
Originality/value
The comparative nature of barriers to women leadership across three sectors allows the reader to contrast the differences in gender inequalities and to comprehend inclusion challenges in healthcare, academia and business. The authors draw attention to varying degrees of barriers prevalence that have been understudied and deserve to be further explored. This gap in knowledge extends to policy, thus, highlighting the need to address the gender equality and inclusion challenges in a context-specific manner across work environments.
This article provides researchers with knowledge of how to design a high quality mixed methods research study. To design a mixed study, researchers must understand and carefully consider each of the dimensions of mixed methods design, and always keep an eye on the issue of validity. We explain the seven major design dimensions: purpose, theoretical drive, timing (simultaneity and dependency), point of integration, typological versus interactive design approaches, planned versus emergent design, and design complexity. There also are multiple secondary dimensions that need to be considered during the design process. We explain ten secondary dimensions of design to be considered for each research study. We also provide two case studies showing how the mixed designs were constructed.
Geraldine Ferraro, a U.S. congresswoman and the first woman to run for U.S. vice president on a major party ticket, once stated that “some leaders are born women.”[1][1] There is little doubt that statement is true. However, former U.S. Senator and Secretary of State Hillary Clinton’s failed
The purpose of this article was to discuss conceptual frameworks and research models on resilience theory. The constructs of resilience, the history of resilience theory, models of resilience, variables of resilience, career resilience, and organizational resilience will be examined and discussed as they relate to leadership development. The literature demonstrates that there is a direct relationship between the stress of the leader’s job and his or her ability to maintain resilience in the face of prolonged contact with adversity. This article discusses resilience theory as it relates to leadership development. The concept associated with resilience, which includes thriving and hardiness, is explored with the belief that resilient leaders are invaluable to the sustainability of an organization. In addition, the constructs of resilience and the history of resilience studies in the field of psychiatry, developmental psychopathy, human development, medicine, epidemiology, and the social sciences are examined. Survival, recovery, and thriving are concepts associated with resilience and describe the stage at which a person may be during or after facing adversity. The concept of “thriving” refers to a person’s ability to go beyond his or her original level of functioning and to grow and function despite repeated exposure to stressful experiences. The literature suggests a number of variables that characterize resilience and thriving. These variables include positive self-esteem, hardiness, strong coping skills, a sense of coherence, self-efficacy, optimism, strong social resources, adaptability, risk-taking, low fear of failure, determination, perseverance, and a high tolerance of uncertainty. These are reviewed in this article. The findings in this article suggest that those who develop leaders need to create safe environments to help emerging and existing leaders thrive as individuals and as organizational leaders in the area of resilience to impact productivity and sustainability.
Effective leaders are believed to inspire followers by providing inclusive visions of the future that followers can identify with. In the present study, we examined the neural mechanisms underlying this process, testing key hypotheses derived from transformational and social iden-tity approaches to leadership. While undergoing functional MRI, supporters from the two major Australian political parties (Liberal vs. Labor) were presented with inspirational collective-oriented and noninspirational personal-oriented statements made by in-group and out-group leaders. Imaging data revealed that inspirational (rather than noninspirational) statements from in-group leaders were associated with increased activation in the bilateral rostral inferior parietal lobule, pars opercularis, and posterior midcingulate cortex: brain areas that are typi-cally implicated in controlling semantic information processing. In contrast, for out-group leaders, greater activation in these areas was associated with noninspirational statements. In addition, noninspirational statements by in-group (but not out-group) leaders resulted in increased activation in the medial prefrontal cortex, an area typically associated with reasoning Acknowledgments: The authors would like to acknowledge helpful comments on previous versions of this manu-script from Andrew Neal; from the editor, Fred Oswald; and from two anonymous reviewers. The work was sup-ported by ARC Early Career Research Award DE130100120 and ARC Discovery Grant DP130100559 awarded to Pascal Molenberghs.
Twenty-five to sixty percent of physicians report burnout across all specialties. Changes in the healthcare environment have created marked and growing external pressures. In addition, physicians are predisposed to burnout due to internal traits such as compulsiveness, guilt, and self-denial, and a medical culture that emphasizes perfectionism, denial of personal vulnerability, and delayed gratification. Professional coaching, long utilized in the business world, provides a results-oriented and stigma-free method to address burnout, primarily by increasing one's internal locus of control. Coaching enhances self-awareness, drawing on individual strengths, questioning self-defeating thoughts and beliefs, examining new perspectives, and aligning personal values with professional duties. Coaching utilizes established techniques to increase one's sense of accomplishment, purpose, and engagement, all critical in ameliorating burnout. Coaching presumes that the client already possesses strengths and skills to handle life's challenges, but is not accessing them maximally. Although an evidence base is not yet established, the theoretical basis of coaching's efficacy derives from the fields of positive psychology, mindfulness, and self-determination theory. Using a case example, this article demonstrates the potential of professional coaching to address physician burnout.
The notion of ‘think manager–think male’ has been demonstrated in many studies. The current study examines whether leaders are perceived as more effective when they have ‘feminine’, ‘masculine’ or ‘androgynous’ characteristics, and how this relates to the leader's and followers' sex. Using carefully matched samples of 930 employees of 76 bank managers, we studied the relationship between managers' gender-role identity (perceived ‘femininity’, ‘masculinity’ and ‘androgyny’) and how this relates to leadership effectiveness in terms of transformational leadership and personal identification with the leader. Our findings show that among both male and female leaders, ‘androgyny’ was more strongly related to transformational leadership and followers' identification than ‘non-androgyny’, and that leaders' ‘femininity’ was more strongly related to leadership effectiveness than ‘masculinity’. Furthermore, the results show that women paid a higher penalty for not being perceived as ‘androgynous’ (mixing ‘femininity’ and ‘masculinity’), in comparison to men with regard to personal identification. When examining same- versus cross-sex relationships, we found that ‘non-androgynous’ male managers were rated higher by their male employees than by their female employees. Our findings suggest that women and men who are interested in being perceived as effective leaders may be well advised to blend ‘feminine’ and ‘masculine’ behaviors, and even more so when they are in situations of non-congruency (i.e., women in leadership roles and leading in cross-sex relationships). We discuss the implications of these findings for both theory and practice.
We examined role model preferences among individuals contemplating additive and subtractive behavior changes. Individuals considering engaging in a potentially beneficial activity, an additive behavior, were more likely to view positive models as effective motivators. Individuals considering abstaining from a potentially deleterious activity, a subtractive behavior, were more likely to view negative models as effective motivators. In addition, we examined the impact of participants' regulatory focus on role model preferences. In Studies 1 and 2, we measured promotion and prevention focus directly. In Study 3, we used self-construals as an indirect measure of regulatory focus. In all studies, promotion-focused individuals were especially likely to prefer positive role models when contemplating additive behaviors; prevention-focused individuals were especially likely to prefer negative role models when contemplating subtractive behaviors.
Qualitative content analysis and thematic analysis are two commonly used approaches in data analysis of nursing research, but boundaries between the two have not been clearly specified. In other words, they are being used interchangeably and it seems difficult for the researcher to choose between them. In this respect, this paper describes and discusses the boundaries between qualitative content analysis and thematic analysis and presents implications to improve the consistency between the purpose of related studies and the method of data analyses. This is a discussion paper, comprising an analytical overview and discussion of the definitions, aims, philosophical background, data gathering, and analysis of content analysis and thematic analysis, and addressing their methodological subtleties. It is concluded that in spite of many similarities between the approaches, including cutting across data and searching for patterns and themes, their main difference lies in the opportunity for quantification of data. It means that measuring the frequency of different categories and themes is possible in content analysis with caution as a proxy for significance.
The business case for gender diversity in senior and executive positions is compelling. Studies show that companies that have the best records for promoting women outstrip their competition on every measure of profitability. Yet women disproportionately are failing to attain high-level positions. Reviewing current data on women in the workplace, findings of studies on the relationship between gender diversity in senior management and company performance, and the literature on gender behavioral differences and the workplace, this article explores the possible reasons for the persistent wage and gender gap between women and men in senior leadership positions and discusses possible remedies.
Thematic analysis is a poorly demarcated, rarely acknowledged, yet widely used qualitative analytic method within psychology. In this paper, we argue that it offers an accessible and theoretically flexible approach to analysing qualitative data. We outline what thematic analysis is, locating it in relation to other qualitative analytic methods that search for themes or patterns, and in relation to different epistemological and ontological positions. We then provide clear guidelines to those wanting to start thematic analysis, or conduct it in a more deliberate and rigorous way, and consider potential pitfalls in conducting thematic analysis. Finally, we outline the disadvantages and advantages of thematic analysis. We conclude by advocating thematic analysis as a useful and flexible method for qualitative research in and beyond psychology.
In this case-based guide, we offer strategies and solutions for advancing women leaders, including tackling career transitions; we highlight individual actions and achievable institutional reforms.
Women in medicine experience disparities in the workplace and in achieving leadership roles. They face challenges related to climate and culture, equitable compensation, work-life integration, opportunities for professional development and advancement, and occupational and systemic factors that can lead to burnout. Without specific resources to support women’s development and advancement and promote conducive workplace climates, efforts to recruit, retain, and promote women physicians into leadership roles may be futile. This article is designed for 2 audiences: women physicians of all career stages, who are exploring factors that may adversely impact their advancement opportunities, and leaders in academic medicine and health care, who seek to achieve inclusive excellence by fully engaging talent. The need for greater representation of women leaders in medicine is both a moral and a business imperative that requires systemic changes. Individuals and institutional leaders can apply the practical strategies and solutions presented to catalyze successful recruitment, retention, and promotion of women leaders and widespread institutional reform.
Women are under‐represented at the highest levels of leadership in health care, so many institutions have started forming “women in medicine” affinity groups. In this The Clinical Teacher’s Toolbox, we review the history of women’s professional peer‐to‐peer networking groups in health care, describe the rationale for establishing a women’s group, discuss the goals and common content covered by successful women’s groups, share best practices on forming and sustaining women’s groups, and describe common pitfalls to avoid. When forming a women’s group, identifying the group’s vision, mission, and primary aim statements are important, and early meetings should deliberately establish a tone of inclusion. We acknowledge that the term “women’s groups” implies that gender identity is binary – in reality, these groups are for all who want to combat gender inequities in health care. While early stages of women’s groups typically focus on community‐building, peer networking, and inviting guest speakers to speak about relevant topics, successful groups often ultimately pivot to advocacy, internal capacity‐building, evaluation, and dissemination. To sustain and maintain the group, succession planning, regular opportunities for evaluation, and deliberate planning are essential. Although usual principles of successful small group creation apply, this article outlines unique considerations for how women’s groups can advance gender equity.
Gender inequity in academic medicine remains an important issue worldwide. While institutional programs and policies can help promote equity in recruitment, retention, scholarship, promotion, and leadership, they often do not address the physical and social isolation that many women in international academic medicine face. Creating networking opportunities through building women's groups can provide a personal and professional support structure that decreases isolation and promotes the advancement of women. Based on a multidisciplinary literature review on change processes, group formation, and women's empowerment, as well as lessons learned from personal experience, we offer 12 tips to successfully create, maintain, and support physician women's groups, employing Kotter's change-management framework. We believe that these groups can provide a structured platform for networking opportunities to advance women physicians in academic medicine worldwide.
Purpose
The purpose of this paper is to explore the role of Employee Resource Groups (ERGs) in a multi-national, for-profit corporate. The paper focuses on how ERGs facilitate learning.
Design/methodology/approach
A qualitative case study approach was used to examine 6 social-identity based ERGs in one multi-national for-profit organization headquartered in the United States.
Findings
The study found that ERGs facilitate learning and development activities in order to support their membership. ERGs, operating as communities of practice, also engaged in informal learning opportunities that were designed to shift perspectives of non-members and executive level leaders in the organization
Originality/value
There is a growing body of literature on ERGs across organizations and higher education that examine how these groups engage in activism, advocacy, recruitment, retention, and education. This study examines the processes by which these groups facilitate learning and development activities and the benefits perceived by the membership. The paper provides value to human resources professionals and others who are interested in how ERGs function as learning communities and which outcomes the membership perceive as most important.
In view of the increasing global importance of women as consumers/patients, employees, employers, and leaders, we discuss 10 best practices for the global health care organizations to attain greater gender parity: (1) make diversity and inclusion (D&I) an essential element of global strategy, (2), tailor global D&I to fit local needs, (3) embed D&I throughout organizations, (4) multiply D&I impact via external partnerships, (5) maximize the role of employee resource groups, (6) maximize the role of diversity councils, (7) leverage D&I for innovation, (8) leverage D&I for business development, (9) engage CEO, and (10) make sharing of D&I best practices a meta best practice. These are practical approaches that can be used in both overall strategic planning and in day-to-day management of health care institutions. We examine this in the context of what we call Gender Diversity 5.0, which will be an increasingly important part of today's health care environment as the business imperative grows for diversity, inclusion, and engagement at the patient, employee, and executive levels.
Purpose
The purpose of this paper is to provide an integrative framework of servant leadership and employees’ perception of inclusion. The authors argue that servant leadership embodies an inclusive leadership philosophy that is in a position to facilitate feelings of belongingness and uniqueness among diverse employees.
Design/methodology/approach
A theoretical model capturing the effect of servant leadership in shaping climates for inclusion, is developed. The authors elaborate on research streams focussing on climates for inclusion, and examine servant leadership as a potential predictor of inclusion. In this respect, the authors posit that inclusive practices mediate the servant leadership and inclusion relationship, while leaders’ inclusiveness beliefs moderate the servant leadership and inclusive practices relationship.
Findings
The model introduces mediating mechanisms that intervene in the indirect relationship between servant leadership and climates for inclusion. In so doing, the authors seek to identify how organizational practices supported through servant leadership behaviors address employee needs for belongingness and uniqueness. The model predicts multi-level beneficial outcomes for social identity groups.
Practical implications
The paper identifies a bundle of organizational practices facilitating employees’ perceptions of inclusion, by placing an emphasis on how servant leaders can enact and implement practices in view of attaining inclusiveness pursuits.
Social implications
Servant leadership is inclusive by empowering diverse employees and fostering equitable and more humane workplaces, as well as by being more sensitive to various societal expectations.
Originality/value
The paper is intended to explore precisely how servant leadership can help inclusive ideals to thrive in diverse work environments.
The belief that women are more emotional than men is one of the strongest gender stereotypes held in Western cultures (Shields, 2002). And yet, gender stereotypes of emotion have received little attention from gender and leadership scholars. In this paper, I review the existing research on gender and emotions and propose that gender stereotypes of emotion present a fundamental barrier to women's ability to ascend to and succeed in leadership roles. I first define the nature of people's gender-emotion stereotypes and outline why perceptions of emotionality may be particularly detrimental to women when they are in high-status positions in work contexts. I then suggest that gender-emotion stereotypes create two complex minefields that female, but not male, leaders have to navigate in order to be successful: (1) identifying how much emotion should be displayed and (2) identifying what kind of emotions should be displayed. Specifically, female leaders can be penalized for even minor or moderate displays of emotion, especially when the emotion conveys dominance (e.g., anger or pride), but being emotionally unexpressive may also result in penalties because unemotional women are seen as failing to fulfill their warm, communal role as women. I conclude by considering the interactive role of race and ethnicity with regards to gender stereotypes of emotion and proposing avenues for future research.
Women are still not progressing into executive, CEO or board roles in substantial numbers. We argue that gendered forces operating at societal, organizational, and individual levels inhibit the accumulation of valuable career capital. These forces, typically in combination across a variety of contexts in the life-cycle, create substantial and cumulative limitations upon the ability of women to access and to accumulate the capital required to progress into executive roles in firms. We define this valuable capital for the role of the senior executive and explore the timing and interplay of critical forces that limit the acquisition and development of valuable capital for women. In particular, it is proposed that these forces can be mitigated by the corporate elite who, as board chairs and CEOs, can enhance the ability of middle and senior female managers to access and to acquire the additional valuable career capital required to progress to executive leadership roles.
In this article, we explore the process and implications of stereotype threat for women in leadership, broadly construed. First, we provide a brief background on the phenomenon of stereotype threat generally. Next, we explore stereotype threat for women in leadership by reviewing a model of stereotype threat in leadership contexts that includes cues to stereotype threat, consequences of stereotype threat, and moderators of stereotype threat appraisals and responses. In this review, in addition to considering research focused squarely on leadership, we include the broader categories of research examining stereotype threat effects in the workplace and in tasks and domains relevant to leadership. Finally, we examine implications for future research and explore practices to reduce the potential for negative stereotype threat effects.
Many leaders, Sudbrink believes, display traditional characteristics of what we often think of as the quality of grit: tenacity, perseverance and toughness. Yet if these qualities are wielded in an autocratic, command and control style, these leaders can cause harm. What is needed is a new conception, what she calls GRIT®. The acronym stands for Generosity, Respect, Integrity, and Truth. These attributes lead to the “ability to be more human and genuine, instead of hiding behind the mask of professionalism.” It means letting go of the need for perfection, while tapping into our emotional intelligence, self-awareness and empathy. And it requires remembering that our ego can often get in our way by causing fear-based behavior.
During an organizational crisis in health care, we collected multilevel data from 426 team members and 52 leaders. The results of hierarchical linear modeling describe the influence of leader behavior on team members’ resilience, which is primarily through affective mechanisms. Specifically, transformational leadership was associated with greater levels of positive affect and lower levels of negative affect, which in turn predicted higher resilience among team members. Inverse effects were found for the passive form of management-by-exception (MBE) leadership. Contrary to expectation, no relationship was found between active MBE leadership and affect. The implications for leaders and team members to foster positive affect and resilience during a crisis are discussed.
Does the presence of female political role models inspire interest in political activism among young women? We find that over time, the more that women politicians are made visible by national news coverage, the more likely adolescent girls are to indicate an intention to be politically active. Similarly, in cross-sectional analysis, we find that where female candidates are visible due to viable campaigns for high-profile offices girls report increased anticipated political involvement. Contrary to conventional wisdom, this effect does not appear to be mediated through beliefs about the appropriateness of politics for women, nor through perceptions of government responsiveness. Instead, an increased propensity for political discussion, particularly within families, appears to explain the role model effect.
This article seeks to move beyond typologies of the ways in which quantitative and qualitative research are integrated to an examination of the ways that they are combined in practice. The article is based on a content analysis of 232 social science articles in which the two were combined. An examination of the research methods and research designs employed suggests that on the quantitative side structured interview and questionnaire research within a cross-sectional design tends to predominate, while on the qualitative side the semi-structured interview within a cross-sectional design tends to predominate. An examination of the rationales that are given for employing a mixed-methods research approach and the ways it is used in practice indicates that the two do not always correspond. The implications of this finding for how we think about mixed-methods research are outlined.
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