1
|
Lee JK, Tackett S, Skarupski KA, Forbush K, Fivush B, Oliva-Hemker M, Levine RB. Inspiring and Preparing Our Future Leaders: Evaluating the Impact of the Early Career Women's Leadership Program. J Healthc Leadersh 2024; 16:287-302. [PMID: 39099833 PMCID: PMC11298210 DOI: 10.2147/jhl.s470538] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Grants] [Track Full Text] [Download PDF] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 03/25/2024] [Accepted: 07/20/2024] [Indexed: 08/06/2024] Open
Abstract
Purpose The number of women in high-level leadership in academic medicine remains disproportionately low. Early career programs may help increase women's representation in leadership. We evaluated the Early Career Women's Leadership Program (ECWLP). We hypothesized that participants would rate themselves as having increased confidence in their leadership potential, improved leadership skills, and greater alignment between their goals for well-being and leading after the program. We also explored the participants' aspirations and confidence around pursuing high-level leadership before and after the program. Methods We surveyed women physicians and scientists before and after they participated in the 2023 ECWLP, consisting of 11 seminars over six months. We analyzed pre- and post-program data using Wilcoxon signed-rank tests. We analyzed answers to open-ended questions with a content analysis approach. Results 47/51 (92%) participants responded, and 74% answered pre- and post-program questionnaires. Several metrics increased after the program, including women's confidence in their ability to lead (p<0.001), negotiate (p<0.001), articulate their career vision (p<0.001), reframe obstacles (p<0.001), challenge their assumptions (p<0.001), and align their personal and professional values (p=0.002). Perceptions of conflict between aspiring to lead and having family responsibilities (p=0.003) and achieving physical well-being (p=0.002) decreased. Perceived barriers to advancement included not being part of influential networks, a lack of transparency in leadership, and a competitive and individualistic culture. In the qualitative analysis, women described balancing internal factors such as self-doubt with external factors like competing professional demands when considering leadership. Many believed that becoming a leader would be detrimental to their well-being. Beneficial ECWLP components included support for self-reflection, tactical planning to pursue leadership, and creating a safe environment. Conclusion The ECWLP improved women's confidence and strategic plans to pursue leadership in a way that supported their work-life integration. Early career leadership programs may encourage and prepare women for high-level leadership.
Collapse
Affiliation(s)
- Jennifer K Lee
- Department of Anesthesiology and Critical Care Medicine, Johns Hopkins University School of Medicine (JHU), Baltimore, MD, USA
- Office of Faculty, JHU, Baltimore, MD, USA
- Department of Pediatrics, JHU, Baltimore, MD, USA
| | - Sean Tackett
- Department of Medicine, JHU, Baltimore, MD, USA
- Biostatistics, Epidemiology, and Data Management Core, JHU, Baltimore, MD, USA
| | - Kimberly A Skarupski
- Office of Faculty, JHU, Baltimore, MD, USA
- Department of Medicine, JHU, Baltimore, MD, USA
- Bloomberg School of Public Health, JHU, Baltimore, MD, USA
| | - Kathy Forbush
- Human Resources, Office of Talent Management, JHU, Baltimore, MD, USA
| | - Barbara Fivush
- Office of Faculty, JHU, Baltimore, MD, USA
- Department of Pediatrics, JHU, Baltimore, MD, USA
| | - Maria Oliva-Hemker
- Office of Faculty, JHU, Baltimore, MD, USA
- Department of Pediatrics, JHU, Baltimore, MD, USA
| | - Rachel B Levine
- Office of Faculty, JHU, Baltimore, MD, USA
- Department of Medicine, JHU, Baltimore, MD, USA
| |
Collapse
|
2
|
Bath EP, Brown K, Harris C, Guerrero A, Kozman D, Flippen CC, Garraway I, Watson K, Holly L, Godoy SM, Norris K, Wyatt G. For us by us: Instituting mentorship models that credit minoritized medical faculty expertise and lived experience. Front Med (Lausanne) 2022; 9:966193. [PMID: 36341236 PMCID: PMC9634999 DOI: 10.3389/fmed.2022.966193] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Key Words] [Track Full Text] [Figures] [Journal Information] [Subscribe] [Scholar Register] [Received: 07/20/2022] [Accepted: 09/27/2022] [Indexed: 11/04/2023] Open
Abstract
The woefully low proportion of scientists and clinicians underrepresented in medicine (UIM), including members of African-American/Black, Hispanic/Latinx, American Indian/Alaska Native or Native Hawaiian/Pacific Islander communities, is well characterized and documented. Diversity in medicine is not only just, but it improves quality and outcomes. Yet, diversity in academic medicine remains stagnant, despite national recognition and urgent calls to improve diversity, equity, and inclusion across health sciences. One strategy that has shown to improve diversity in many sectors is high quality mentoring. While many institutions have adopted mentoring programs, there remains a lack of mentorship that is equitable, individualized, and sets a clear timeline for academic milestones that will position UIM mentees at the optimal trajectory for promotion and retention. A barrier to assembling these programs is the small number of UIM among the senior faculty ranks who are able to serve in this role, given the disproportionate burden to serve on a multitude of academic committees, task forces, and workgroups to fulfill institutional mandates to diversify representation. These time-consuming services, documented in the literature as the "minority tax," are generally uncompensated and unaccounted for in terms of consideration for promotion, leadership positions, and other measures of career advancement. The Justice, Equity, Diversity, and Inclusion Academic Mentors (JAM) Council represents a novel, culturally responsive, and anti-racist approach to achieve a more equitable and inclusive institutional environment. This approach strategically leverages the intergenerational wisdom and experience of senior UIM faculty via time-protected effort with the overall goals of improving rates of promotion, retention, and career satisfaction of early career UIM colleagues. This community case study describes the rationale, resources needed, processes, and proposed workflow required to launch the JAM Council, as well as the major roles and responsibilities for JAM mentors and mentees, which may be considered by academic medical centers focused on improving diversity among the faculty ranks.
Collapse
Affiliation(s)
- Eraka P. Bath
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Psychiatry and Biobehavioral Sciences, Semel Institute for Neuroscience and Human Behavior, University of California, Los Angeles, Los Angeles, CA, United States
| | - Kathleen Brown
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Radiological Sciences, UCLA Health System, Los Angeles, CA, United States
| | - Christina Harris
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Division of General Internal Medicine, University of California, Los Angeles, Los Angeles, CA, United States
| | - Alma Guerrero
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Developmental-Behavioral Pediatrics, UCLA Mattel Children's Hospital, Los Angeles, CA, United States
| | - Daniel Kozman
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Medicine, UCLA Health System, Los Angeles, CA, United States
- Division of General Internal Medicine and Health Services Research, UCLA Health System, Los Angeles, CA, United States
| | - Charles C. Flippen
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Neurology, UCLA Health System, Los Angeles, CA, United States
| | - Isla Garraway
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Urology, UCLA Health System, Los Angeles, CA, United States
| | - Karol Watson
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Medicine, UCLA Health System, Los Angeles, CA, United States
| | - Langston Holly
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Neurology, UCLA Health System, Los Angeles, CA, United States
| | - Sarah M. Godoy
- School of Social Work, University of North Carolina at Chapel Hill, Chapel Hill, NC, United States
| | - Keith Norris
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Division of General Internal Medicine and Health Services Research, UCLA Health System, Los Angeles, CA, United States
| | - Gail Wyatt
- David Geffen School of Medicine, University of California, Los Angeles, Los Angeles, CA, United States
- Department of Psychiatry and Biobehavioral Sciences, Semel Institute for Neuroscience and Human Behavior, University of California, Los Angeles, Los Angeles, CA, United States
| |
Collapse
|