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.

United States, Other/Mixed, Leaders, Mixed, Leadership, Health Science, Document Report, Race, Gender, Engage Others, Mental Health Ivy Bourgeault United States, Other/Mixed, Leaders, Mixed, Leadership, Health Science, Document Report, Race, Gender, Engage Others, Mental Health Ivy Bourgeault

Improving Workplace Culture through Evidence-Based Diversity, Equity and Inclusion Practices

This report examines Diversity, Equity and Inclusion practices in the medical workplace.

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Canada, Other/Mixed, Leaders, Mixed, Leadership, Health Science, Article, Engage Others, Race Ivy Bourgeault Canada, Other/Mixed, Leaders, Mixed, Leadership, Health Science, Article, Engage Others, Race Ivy Bourgeault

Inclusion, diversity, equity, and accessibility: From organizational responsibility to leadership competency

This paper discusses anti-Black and anti-Indigenous racism and barriers within the health sciences and proposes the LEADS framework to boost leadership of the racialized groups.

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Canada, Women Leaders, Leadership, Article, ON, Healthcare, Bias, EDI Ivy Bourgeault Canada, Women Leaders, Leadership, Article, ON, Healthcare, Bias, EDI Ivy Bourgeault

The missing voice of women in COVID-19 policy-making

The article highlights the underrepresentation of women in decision-making roles in Canada amid the COVID-19 pandemic. Women, especially working mothers, bear the brunt of caregiving responsibilities and are affected by job loss. Their voices are essential to advocate for investing in care infrastructure, which is crucial for economic recovery.

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