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.
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.
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.
Picture a Leader. Is She a Woman? $
When asked to picture a leader, most people will draw a man. Researchers investigate the consequences.
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.
9 out of 10 people are biased against women: Global Study
Reports on the UN Development Programme 75-country analysis; The study contains data representing 80% of the world's population.
Test Your Implicit Bias
Most people have unconscious biases that have been shaped by the world around us. Uncovering the biases is an important step to eliminating them. This interactive quiz* — created by AAUW, Project Implicit and Harvard University — will help you identify your implicit biases about women in leadership roles.
United Nations Development Program
Gender disparities are a persistent form of inequality in every country. Despite remarkable progress in some areas, no country in the world—rich or poor—has achieved gender equality.
Tweet: @KimKellyMD
Kim Kelly, MD, tweeted on March 7, 2020 about the dislike of the term ‘imposter syndrome.’
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.
