Goal-Oriented Leaders
Set Directions
Strategically Align Decisions with Vision, Values, and Evidence
Take Action to Implement Decisions
Assess and Evaluate
Achieve EDI-Informed Results
Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network
The third A in the LEADS Framework, Achieve Results, focuses on goal-oriented leaders. The four capabilities – set direction; strategically align decisions with vision, values and evidence; take action to implement decision and assess; and evaluation – are all relevant to EDI. EDI-informed, goal-oriented leaders dedicate resources to address EDI outcomes and embed these processes within their department, division, or organization. First, leaders must establish a baseline knowledge through environmental scanning and audits of EDI data (e.g. staff, clients, and services), if they do not already exist. Next, they must consult a diverse range of interested stakeholders in high-level meetings to reach a (near to) consensus direction of EDI initiatives that are in alignment with organizational vision and values. These EDI plans must be resourced, implemented, and acted upon and supported with evidence-informed tools. One made-in-Canada EDI toolkit, developed from the Empowering Women Leaders in Health initiative, is available on the LEADS platform . Tools include EDI-aware hiring and promotion practices and EDI-supportive organizational policies, processes, and culture. Continuous monitoring, reassessment, and evaluation to track progress towards EDI goals and resetting direction for continuous improvement must be embedded in organizational processes for optimal results.
Leadership for change: participatory facilitation as a method to make organizational impact in equity, diversity and inclusion using the CAEP board of directors as an exemplar.
The third paper of the "Leadership for change" series focuses on what the Canadian Asssociation of Emergency Physicians do to advance EDI in Emergency medicine.
Leadership for change: working toward equity, diversity, and inclusion.
The second paper of the "Leadership for change" series presents the work of the Canadian Association of Emergency Physicians in integrating EDI in Emergency medicine through educational interventions, changes to organizational structure, and incorporation of EDI in strategic planning.
Think twice: Co leadership and representation of women
This paper reflects on co-leadersship and the gender disparity in senior health-care positions.
A win-win for health care: promoting co-leadership and increasing women’s representation at the top.
This paper discusses the benefits of co-leadership and women's representation in senior health-care positions on the efficiency and quality of health care.
Women’s leadership in academic medicine: a systematic review of extent, condition and interventions
This paper explores barriers that women leaders in academic medicine are facing and analyzes the impact of leadership programs on their careers.
Diversity and inclusiveness in health care leadership: three key steps
This article presents three recommendations for health care leaders to help them improve diversity and inclusion in their institutions leaderships roles.
Advancing women in healthcare leadership: a systematic review and meta-synthesis of multi-sector evidence on organisational interventions
This study establishes concepts and strategies to help advance women in leadership.
Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency
This paper identifies different categories of healthcare organisational interventions that promote inclusion, diversity, equity, and accessibility.
Building an evidence base on organisational interventions to advance women in healthcare leadership
The paper identifies interventions used to help women advance in healthcare leadership.
Organisational best practices towards gender equality in science and medicine
This paper is an analysis of issues and proposes actions that could achieve gender equality in science and medicine.
In health care, do the people in power reflect the people they serve?
Despite initiatives to promote diversity on Ontario healthcare boards, visible minorities account for just 22% of LHIN boards and 14% of hospital boards. Prioritizing professional backgrounds, time restraints, and fundraising duties are all obstacles. Camille Orridge emphasizes the need of taking a comprehensive strategy to ensuring that community perspectives are heard.
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This article focuses on the importance of Indigenous representation in healthcare leadership positions.
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This post focuses on gender bias and microaggression in the academic field and their repercussion on women's research to obtain fellowships.
Gender mainstreaming website for toolkits download
Gender mainstreaming is a key strategy adopted by the European Institute for Gender Equality (EIGE) to make gender equality a reality.
Give her a reason to stay in healthcare
The infographic is a campaign for the course "Career Advancement and Leadership Skills for Women in Healthcare" to find ways to suport women in medicine withing the organizations and healthcare institutions.
