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.
Women's Wellness Through Equity and Leadership (WEL): A Program Evaluation
The Women’s Wellness through Equity and Leadership (WEL) program, developed by six major medical associations, aimed to create equitable work environments for women physicians. This study revealed that peer support and diversity as part of several drivers of the program's success.
Building Indigenous health workforce capacity and capability through leadership - the Miwatj health leadership model
This article examines Indigenous leadership within the Miwatj Health Aboriginal Corporation in Australia. It identifies three key elements of the Miwatj Leadership Model: providing employment opportunities, supporting staff development, and prioritizing physical, emotional, and cultural wellbeing. It revealed that the implementation led to improved healthcare accessibility and cultural safety.
Indigenous social exclusion to inclusion: Case studies on Indigenous nursing leadership in four high income countries
This paper highlights the visibility of Indigenous nurses' efforts in advancing strategic approaches for improving health outcomes and resource allocation. Using a Kaupapa Māori case study approach, Indigenous nurse academics from four countries identifies strategies for change, such as Indigenous nationhood, nursing leadership, workforce development, culturally safe practice, and activism.
Can We Finally Move the Needle on Diversity, Equity, and Inclusion in Nursing?
This article discusses ongoing challenges in achieving DEI in nursing. It proposes strategies such as targeted recruitment, mentorship, and leadership programs to foster inclusion.
Empowering the Invisible: Accelerating Leadership Development for Midcareer Women in Medicine
The article presents a leadership skill development program designed for midcareer women physicians.
Career Advancement and Leadership Skills for Women in Healthcare $
This professional development program delivers evidence-based strategies, skills development and education that help women at various stages of their healthcare careers step into and succeed in leadership positions. It also helps to effectively cultivate highly qualified current and future women leaders by developing the following competencies:
