Authors: Meghan Etsey MS3, Bethany Fenton MS3, Rosy Thachil MD on behalf of AMWA Gender Equity Task Force
Source: OliverWyman (2019)
The healthcare system continues to grapple with a glaring underrepresentation of women in executive leadership roles. While women comprise a significant proportion of the global healthcare workforce—making up nearly 70% of workers in some regions—they remain vastly underrepresented in decision-making and policy-shaping positions (World Health Organization [WHO], 2019). This disparity not only limits gender equity but also impacts organizational policies and healthcare outcomes. Studies reveal that women hold only about 25% of senior leadership roles and less than 20% of C-suite positions within healthcare organizations (McKinsey & Company, 2022). Structural barriers, such as unconscious bias, unequal access to mentorship opportunities, and the disproportionate burden of caregiving responsibilities, are among the primary factors contributing to this disparity (Lantz, 2021). These obstacles perpetuate a cycle where women’s voices are underrepresented in critical decision-making processes.
The lack of women in leadership positions has significant implications for healthcare policies and practices. Research has shown that gender-diverse leadership teams are more likely to prioritize equitable policies, such as maternity leave, flexible working conditions, and initiatives to reduce health disparities (Sergeant et al., 2021). Additionally, organizations led by women have been found to demonstrate improved patient outcomes, particularly in areas such as chronic disease management and preventive care (Miyawaki et al., 2023). Strategies that can be implemented in order to address this gap, include:
- Mentorship and Sponsorship Programs: Creating mentorship opportunities specifically for women in healthcare can provide guidance, advocacy, and pathways for career advancement (Lantz, 2021). Research shows that women who have access to mentors are more likely to secure leadership positions, negotiate better salaries, and experience increased job satisfaction (Shen et al., 2022).
- Bias Training: Implementing unconscious bias training can help mitigate discriminatory practices in hiring and promotions, fostering a more inclusive leadership pipeline (McKinsey & Company, 2022). Bias awareness programs should focus on addressing stereotypes about leadership capabilities and emphasize objective evaluation criteria in promotions and recruitment.
- Flexible Work Policies: Policies that support work-life balance, such as flexible scheduling and remote work options, can help women pursue leadership roles without sacrificing personal responsibilities (Sergeant et al., 2021). Studies indicate that workplaces with supportive policies see increased retention and career satisfaction among women professionals (Massachusetts General Hospital, 2022).
- Equity Audits: Regular assessments of gender representation and pay equity within organizations can identify and address disparities. Equity audits provide data-driven insights that can inform policy changes and hold institutions accountable for fostering a fair work environment (Kray et al., 2024).
- Networking Opportunities: Encouraging participation in professional networks and affinity groups allows women to build relationships with peers, sponsors, and industry leaders. A study published in The Lancet (2022) highlighted that informal networking significantly impacts career progression, yet women often face barriers to accessing these spaces (Grandis & Anspach, 2022).
Achieving gender equity in healthcare leadership requires a collective commitment to systemic change. By challenging biases, fostering mentorship opportunities, and implementing equitable policies, the healthcare industry can move closer to a future where women are equally represented at the highest levels of decision-making. The integration of more women into executive roles promises not only to reshape organizational culture but also to drive transformative advancements in healthcare delivery. With concerted effort, the barriers that have historically impeded women’s progress can be dismantled, paving the way for a more inclusive, equitable, and effective healthcare system for all.
References
- Grandis, J. R., & Anspach, R. R. (2022). Networking practices and gender inequities in academic medicine: Women’s and men’s perspectives. EClinicalMedicine, 46, 101338. https://doi.org/10.1016/j.eclinm.2022.101338
- Kray, L. J., Kennedy, J. A., & Lee, M. (2024). Now, women do ask: A call to update beliefs about the gender pay gap. Academy of Management Discoveries. https://doi.org/10.5465/amd.2022.0021
- Lantz, P. M. (2021). Gender and leadership in healthcare: Addressing inequities and advancing opportunities. Health Affairs, 40(8), 1187-1195. https://pubmed.ncbi.nlm.nih.gov/18856135/
- Massachusetts General Hospital. (2022). Mentoring systematic review: Allies in action. Massachusetts General Hospital. https://www.massgeneral.org/assets/mgh/pdf/faculty-development/mentoring/allies-in-action/2022-mentoring-systematic-review.pdf
- McKinsey & Company. (2022). Women in the workplace 2022. Retrieved from https://www.mckinsey.com/featured-insights/diversity-and-inclusion/women-in-the-workplace
- Miyawaki, A., Jena, A. B., Rotenstein, L. S., & Tsugawa, Y. (2023). Comparison of hospital mortality and readmission rates by physician and patient sex. Annals of Internal Medicine. Advance online publication. https://doi.org/10.7326/M23-3163
- OliverWyman. (2019). Women in healthcare leadership: Progress and challenges. Oliver Wyman. https://www.oliverwyman.com/our-expertise/insights/2019/jan/women-in-healthcare-leadership.html
- Sergeant, A., Saha, S., Shin, S., et al. (2021). Variations in processes of care and outcomes for hospitalized general medicine patients treated by female vs male physicians. JAMA Health Forum, 2(7), e211615. https://doi.org/10.1001/jamahealthforum.2021.1615
- Shen, M. R., Tzioumis, E., Andersen, E., Wouk, K., McCall, R., Li, W., Girdler, S., & Malloy, E. (2022). Impact of mentoring on academic career success for women in medicine: A systematic review. Academic Medicine, 97(3), 444-458. 10.1097/ACM.0000000000004563
- World Health Organization. (2019). Delivered by women, led by men: A gender and equity analysis of the global health and social workforce. Retrieved from https://www.who.int/publications/i/item/9789241515467
About the Authors
Meghan Etsey, MS3
Meghan is a third year medical student from St. George’s University. She has a Bachelors of Arts in Biology and a Bachelors of Arts in Nutrition and Dietetics from Bluffton University in Bluffton, Ohio. She served as the President of the St. George’s University’s Women in Medicine chapter in St. George, Grenada where she expanded relationships with the community and worked towards educating women and helping the youth. She is also a member of the Gender Equity Task Force and Sex and Gender Health Collaborative Committees within the American Medical Women’s Association. When she is not pursuing medicine, you can find her with her friends and family on different road trips and adventures exploring the world.
Bethany Fenton, MS3
Bethany is a third year medical student from St. George’s University. She holds a Master of Science in Nutritional Sciences from the University of Kentucky and received a Bachelor of Science in Dietetics from Eastern Kentucky University. She worked as a critical care dietitian for ten years prior to pursuing medical school. She is also a member of the Gender Equity Task Force and Sex and Nutrition and Medicine Working Group Committees within the American Medical Women’s Association. When she’s not studying, you can find her spending time with her husband and cats, using her Holga camera for experimental photography, lifting weights at the gym, playing board games, and reading science fiction novels.
Rosy Thachil, MD, FACC, co-chair of AMWA’s Gender Equity Task Force, is a quadruple board-certified cardiologist, serving as Director of the Cardiac Intensive Care Unit at Elmhurst Hospital Center, and Assistant Professor at Mount Sinai College of Medicine in New York. Dr. Thachil’s clinical interests include critical care cardiology/acute cardiovascular care and health disparities. In addition to addressing cardiovascular disease, she is passionate about advancing womens’ roles in medicine/leadership. She also serves on American College of Cardiology Critical Care Leadership Council and she is a candidate at Wharton’s executive MBA program (‘25), and holds certificates in physician leadership and bioethics.
