Collaborative Leaders
Purposefully Build Partnerships and Networks to create EDI results
Demonstrate a Commitment to coalitions among diverse groups and perspectives aimed at learning to improve service
Need to make an effort to bring people up
Mobilize Knowledge
Navigate Socio-Political Environments
Need to bring people with different levels of power
Developing EDI-Informed Coalitions
Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network
Just as EDI considerations inform leadership capabilities within one’s discipline, group or organization, it also translates to the development of coalitions with others, the fourth D in the LEADS Framework. Collaborative leaders develop coalitions to create EDI awareness and achieve EDI goals within and across disciplines, groups and organizations. Partnerships are purposively built to create these EDI results with notable time and attention paid to create ongoing relationships of trust. This may involve coming to terms with broken trust from past interactions, a key lesson from the Truth and Reconciliation Commission Calls to Action. Collaborative leaders demonstrate a commitment to coalitions with diverse groups and perspectives aimed at learning how to improve service accessibility and cultural safety and acceptability. EDI knowledge within and across organizations is mobilized towards those ends. A purposeful effort to bring people with different voices, experiences, and forms of power to the table and mentoring up, within and across organizations helps to navigate complex socio-political and cultural environments.
Leading practices for men to support women’s health leadership: A toolkit of resources to initiate change
This study proposes three types of resources to help men in leadership positions understand the importance of their actions through mentorship and sponsorship when supporting women in health.
RADICAL FEMINISM: A GIFT TO MEN
The author describes how embracing radical feminism changed their life, suggesting that males accept a feminist criticism of patriarchy, particularly regarding sexual exploitation, in order to live a more purposeful and joyous living beyond traditional masculinity.
Men: The Missing Piece Of The Gender Balance Jigsaw $
Joy Burnford's article highlights the significance of incorporating males in the gender balance movement in the workplace. It highlights the need of male allies, role models, and sponsorship in achieving gender balance for the benefit of both enterprises and society.
This CEO Says Men Can Be Allies to Their Female Coworkers by Doing 4 Things
Pete Gombert identified gender pay disparities in his firm, which led to the establishment of GoodWell, a startup that examines workplace inclusion. To reduce toxic masculinity, he recommends men to quantify their influence, implement feedback mechanisms, oppose passivity, and promote openness. Male leaders have the ability to set the tone for change.
Men are worse allies than they think
Study shows that he perception of allyship is different between men and women. More men think that their male peers behave like allies compared to women.
The author shared on X on the occasion of International Women's Day his feminist father strategy which consist of declining most speaking invitations because more academic work for him leads to more mom-work for his partner and less father-time with his baby.
In the quote by Sophie Soklardis, Interim Director of Education at the Centre for Addiction and Mental Health states that in a study 74% of male senior business managers cited fear as a barrier to men's support for gender equity.
