“The AWHL concept is about developingan evidence base and running interventionswith organisations and seeing what worksand what doesn't work,” says Sarah.“The methods and outcomes arefamiliar and approachable in that they’requantitative and measurable rather thanpurely qualitative. That means a lot ofAWHL’s resources are structured in anevidence-based way. I think when you'recommunicating with colleagues aboutwhy these things are important, being ableto draw on and present an evidence basethat's like what they would look for andexpect to see when considering any otherorganisational or systematic change ishighly relevant – and effective.”Resources include evidence-basedinfographics on topics like merit, privilegeand inequity organisational changemanagement, and leadership development.There are recordings and podcasts, links topublications by or about AHWL, and linksto further useful information and reading.All are available online.A JAMA Network publication fromMar-23 explores how organisationalpractices and conditions work together toadvance women in healthcare leadershipwas explored through the experiences ofwomen in leadership roles. The paperidentifies four interrelated elements thatcreate the necessary conditions for anorganisational culture to advance womenin healthcare leadership:» Identifying and actively addressingsystemic barriers» Challenging gendered assumptions andexpectations of leadership behaviours» Providing mentorship to shapecareer opportunities» Determining how these conditionsall contribute toward raising women’scredibility to enable internalising aleadership identity.Another January 2024 publication inThe Lancet presents a systematic reviewand meta-synthesis of barriers to advancingwomen nurses in healthcare leadership.THE KEY BARRIERS HIGHLIGHTEDWERE RELATED TO:-» Role modelling and leadershipdevelopment (ability)» Multiple complex and interacting factors,including gender stereotyping, perceptionof professionalism, human relationspolicies, and gender bias (motivation)» Systemic issues, such as organisationalsetting, structure, and support(opportunity).The project’s approach takes careto recognise that women are not ahomogenous group, and that it’s importantto understand the impact of intersectingsocial identities on women’s journeys toleadership in healthcare.It also recognises that the meritocracythat underpins advancement and careerprofession in our current healthcare system(as in many other systems) legitimises andperpetuates privilege and may entrenchgender inequity and unfairness. This meansthat women face bias, greater barriers andoverall, less opportunity to lead.The initiative also includes an embeddednational Women in Leadership Program.In 2023 the program enabled 30 women,many in rural areas, to attend Monash’sWomen in Leadership Program totransform careers and improve the care ofour most underserved populations. In 2024the Program is being offered five times,in in-person and online formats, with ascholarship program offering 15 womenthe opportunity to attend the programat a heavily discounted rate.VI CD O C AUTU M N 202419
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