| dc.description.abstract | This dissertation in practice focuses on the rich lived experiences of women in the C-suite talent pipeline within a large not-for-profit healthcare system, with the goal to identify the barriers and supports that impact their career trajectories. Through in-depth semi-structured interviews, we explored four research questions, and a thematic analysis produced findings as outlined below:
RQ1: In what ways have barriers challenged women aspiring to advance to higher levels of leadership? F1: Bias and awareness (or lack thereof), room culture, and voice (both internal and external) serve as significant barriers that shape judgments and expectations regarding women’s leadership, potential, and career progression.
RQ2: In what ways have support systems developed and prepared women to higher levels of leadership? F2a: Affirming relationships with trusted colleagues, who listen, encourage, challenge, and advise, serve as critical support enablers for women aspiring to top leadership, and F2b: HR programs, policies and practices that are equitable, valued, and prioritized by the organization form the organizational scaffolding of support for women aspiring to top leadership.
RQ3: How do women in senior leadership positions experience and perceive their role in advancing and promoting other women to top leadership? F3: Women in senior leadership positions perceive their role in advancing and promoting the next generation of women leaders by serving as role models, advocates, mentors, advisors and sponsors.
RQ4: What is the role of men in senior leadership positions in advancing and promoting women to top leadership? F4: The role of men in advancing and promoting women to higher levels of leadership includes understanding and unlearning gender biases, fostering belongingness and inclusivity, mentoring and sponsoring women who aspire to roles of greater responsibility, and advocating for and partnering with women to advance equitable and supportive organizational policies, practices and programs.
Our proposed recommendations feature a menu of possible solutions based on the organization's priorities, resources, and timelines for change. Interventions fall into three categories: Reinforce the Infrastructure, Build on Existing Initiatives, and Disrupt the Status Quo. These interventions are designed to create an integrated approach to accelerate the readiness and support the advancement of women leaders in healthcare. | |
