AMA VICDOC Autumn 2024 - Magazine - Page 19
“The AWHL concept is about developing
an evidence base and running interventions
with organisations and seeing what works
and what doesn't work,” says Sarah.
“The methods and outcomes are
familiar and approachable in that they’re
quantitative and measurable rather than
purely qualitative. That means a lot of
AWHL’s resources are structured in an
evidence-based way. I think when you're
communicating with colleagues about
why these things are important, being able
to draw on and present an evidence base
that's like what they would look for and
expect to see when considering any other
organisational or systematic change is
highly relevant – and effective.”
Resources include evidence-based
infographics on topics like merit, privilege
and inequity organisational change
management, and leadership development.
There are recordings and podcasts, links to
publications by or about AHWL, and links
to further useful information and reading.
All are available online.
A JAMA Network publication from
Mar-23 explores how organisational
practices and conditions work together to
advance women in healthcare leadership
was explored through the experiences of
women in leadership roles. The paper
identifies four interrelated elements that
create the necessary conditions for an
organisational culture to advance women
in healthcare leadership:
» Identifying and actively addressing
systemic barriers
» Challenging gendered assumptions and
expectations of leadership behaviours
» Providing mentorship to shape
career opportunities
» Determining how these conditions
all contribute toward raising women’s
credibility to enable internalising a
leadership identity.
Another January 2024 publication in
The Lancet presents a systematic review
and meta-synthesis of barriers to advancing
women nurses in healthcare leadership.
THE KEY BARRIERS HIGHLIGHTED
WERE RELATED TO:
-
» Role modelling and leadership
development (ability)
» Multiple complex and interacting factors,
including gender stereotyping, perception
of professionalism, human relations
policies, and gender bias (motivation)
» Systemic issues, such as organisational
setting, structure, and support
(opportunity).
The project’s approach takes care
to recognise that women are not a
homogenous group, and that it’s important
to understand the impact of intersecting
social identities on women’s journeys to
leadership in healthcare.
It also recognises that the meritocracy
that underpins advancement and career
profession in our current healthcare system
(as in many other systems) legitimises and
perpetuates privilege and may entrench
gender inequity and unfairness. This means
that women face bias, greater barriers and
overall, less opportunity to lead.
The initiative also includes an embedded
national Women in Leadership Program.
In 2023 the program enabled 30 women,
many in rural areas, to attend Monash’s
Women in Leadership Program to
transform careers and improve the care of
our most underserved populations. In 2024
the Program is being offered five times,
in in-person and online formats, with a
scholarship program offering 15 women
the opportunity to attend the program
at a heavily discounted rate.
VI CD O C AUTU M N 2024
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