Self Motivated Leaders
Are Self Aware
•Recognise their own biases and privileges
•To know when you need boundaries
Manage Themselves
•Recognize your own burden
•take responsibility for self care (& redefine self care)
Develop Themselves
•In a way that is shifts from gender and diversity aware —> transformative
Demonstrate Character
•Recognise the burden of the emotional work of your staff
•Be courageous
Leading an EDI-Informed Self
Ivy Lynn Bourgeault, University of Ottawa & Canadian Health Workforce Network
As described in this chapter, the first L in the LEADS Framework, Leads Self, focuses on developing self-motivated leaders. From an EDI-lens, we build on the four capabilities emphasizing how self-aware leaders must think more critically. This begins by recognizing: 1) we all have unconscious biases , including about what constitutes a leader; 2) we have privileges (or burdens) related to gender, racial, Indigenous, or disability identities as well as social class backgrounds; and 3) an EDI-informed leadership journey includes time and attention towards addressing and unlearning these often taken-for-granted assumptions. Their approach to managing themselves must explicitly recognize their unique sociocultural position, as well as those of others, and that their needs for self-care, for example, may differ. Recognizing and accommodating differences, e.g., diversity management, are key EDI skills but they require emotional labour. Including in their approach to develop themselves must include attention to supporting a shift first to being EDI-aware and ultimately to EDI-transformative. By demonstrating character, EDI-informed leaders would express their integrity by becoming more comfortable with being uncomfortable; that is, being comfortable with diversity and being less complacent about taken-for-granted assumptions about those with which they lead. Developing ally skills across all social dimensions of gender, racialization, Indigeneity, class and ability, is critical in an EDI leader.
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.
Steadfast is the rock: Primary health care Māori nurse leaders discuss tensions, resistance, and their contributions to prioritise communities and whānau during COVID-19
This paper explores the leadership of three Māori nurse leaders during the COVID-19 lockdown in Aotearoa New Zealand. It highlights the use of Māori knowledge to prioritize the health of Māori families and navigate a fragmented healthcare system. It highlights that Indigenous leadership is important in addressing inequities, leveraging unique skills, and promoting collaborative healthcare systems.
Seeking aspiring black and minority ethnic leaders: NHS England Midlands leadership programme for nurses and midwives aims to improve representation of black and minority ethnic staff in senior roles
The NHS England Midlands has initiated a leadership program for nurses and midwives with the goal of enhancing the representation of black and minority ethnic staff in senior roles within the organization.
African American Nurses' Perspectives on a Leadership Development Program
This study examines the underrepresentation of minorities, particularly African Americans, in the nursing workforce in the US. It revealed that the academic-practice leadership program helps integrate African American nurses into leaddership positions.
Outcomes of a leadership programme for black, Asian and minority ethnic mental health nurses
This article addresses a leadership program designed specifically for black, Asian, and minority ethnic mental health nurses, which needs additionnal network opportunities, recognition, and coaching support.
Physician Men Leaders in Emergency Medicine Bearing Witness to Gender-Based Discrimination.
This study examines the perception and reaction of male leaders regarding gender-based discrimination against women colleagues in emergency medicine.
Women's Participation in Leadership Roles in a Single Canadian Paramedic Service.
This article asseses women participation in leadership roles in paramedicine and concludes that women are underrepresented in leadership roles.
We Aren’t Just ‘Slack’ing Off: Utilizing a Digital Tool to Connect Emerging Women Leaders in Global Health
This paper analyzes how digital tools help in building a model that contribute to the career advancement of women leaders in global health.
Organisational strategies for women nurses to advance in healthcare leadership: a systematic review
This paper proposes to focus on systemic level strategies to help women nurses attain leadership roles in heatlh care.
Addressing systemic racism in healthcare
A reflection article that shares the racism experienced by Dr. Nabeela Nathoo, a second- generation Canadian of East-Indian descent
Men as Allies
Men have an important role in ensuring that women are represented and supported in positions of leadership. The report identifies impediments such as impostor syndrome and networking difficulties, and proposes that males encourage diversity and challenge preconceptions about collective action.
She Leads Healthcare $
This course deliver evidence-based strategies, skills development, and education that help women succeed in leadership positions throughout their career.
How Men Can Become Better Allies to Women $
Organizations are involving men in gender inclusion programs to boost workplace equity. Research shows that active male participation leads to progress in 96% of organizations. Challenges include potential backlash and skepticism. Male allies should listen, respect women's spaces, amplify efforts, embrace discomfort, and engage in supportive partnerships for successful gender equity initiatives.
Gender differences in professional development of healthcare managers $
As a profession, healthcare management values commitment to lifelong learning and continuous professional development. Individual participation, however, is voluntary and healthcare managers choose to participate based in part on perceptions of organizational support (rewards, promotion and recognition) as well as on individual values. As women are narrowing the career attainment gap, participation in development activities may play a critical role. This paper aims to present a pilot study which assesses the differences in male and female healthcare managers' participation in professional development activities and perceived organizational support.
Women health leaders tend to lead from who they are and where they are rather than the position they happen to occupy
In the quote by Andre Picard, health columnist at The Globe & Mail states that despite the health care workers being dominantly women, the health care leaders are predomnantly men. This is due to cultural, social, and economic reasons.
Tweet: Lesley Barron MC Mphil in response to tweet from YaleMedDEI
On May 25th, 2021 @YaleMedDEI tweeted how women had to learn leadership skills by themselves. Lesley Barron MD MPhil added that women are not given the chance to lead even with leadership training.
Tweet: Amy Diehl PhD in response to tweet from Amani Jambhekar MD, MBA
On Twitter on April 14, 2021, @AjvictoryMD tweeted her experience of not being seen as a surgeon because of her gender. Amy Diehl Ph.D added the term role incredulity.
