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.

Canada, AB, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault Canada, AB, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Health Science, Mixed, Article, Race, Gender, EDI Ivy Bourgeault

Equity, Diversity, and Inclusion moments to raise Equity, Diversity, and Inclusion literacy among physician leaders.

This article developed a framework which allows physician leaders to understand existing disparities and barriers that favor inequity in medicine.

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Canada, ON, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Healthcare, Mixed, Article, Gender Ivy Bourgeault Canada, ON, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Workplace Environment, Healthcare, Mixed, Article, Gender Ivy Bourgeault

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.

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Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI, Workplace Environment Ivy Bourgeault Canada, Other/Mixed, Leaders, Engage Others, Leadership, Discrimination, Micro Aggressions, Bias, Health Science, Mixed, Article, Race, Gender, EDI, Workplace Environment Ivy Bourgeault

Leadership for change: participatory facilitation as a method to make organizational impact in equity, diversity and inclusion using the CAEP board of directors as an exemplar.

The third paper of the "Leadership for change" series focuses on what the Canadian Asssociation of Emergency Physicians do to advance EDI in Emergency medicine.

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