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.

Other, Other/Mixed, Leaders, New Zealand, Leadership, Workplace Environment, Bias, Healthcare, Race, Article Ivy Bourgeault Other, Other/Mixed, Leaders, New Zealand, Leadership, Workplace Environment, Bias, Healthcare, Race, Article Ivy Bourgeault

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.

Read More
Other, Other/Mixed, Leaders, Leadership, Discrimination, Bias, General, Race, Article, Gender, EDI Ivy Bourgeault Other, Other/Mixed, Leaders, Leadership, Discrimination, Bias, General, Race, Article, Gender, EDI Ivy Bourgeault

When the River Runs Dry: Leadership, Decolonisation and Healing in Occupational Therapy.

This paper puts emphasis on decolonisation, which implies dismantling the current system and practices and promotes accessible leadership of Indigenous people in Australia and New Zealand.

Read More
Other, Other/Mixed, Leaders, Canada, United States, Engage Others, Leadership, Health Science, Mixed, Article, Gender, Discrimination Ivy Bourgeault Other, Other/Mixed, Leaders, Canada, United States, Engage Others, Leadership, Health Science, Mixed, Article, Gender, Discrimination Ivy Bourgeault

Implementation of a novel peer review academy by Surgery and the Association of Women Surgeons.

This study examines the correlation between the improvement in peer review skills of women surgical trainees and mentorship by women surgical mentors.

Read More

Photoquotes