ANNOTATED BIBLIOGRAPHY
Annotated Bibliography:
The Leadership Role of Women in Healthcare
Group 2:
Crystal Hamby, Sara Ledbetter, Sarah Levart, Christine Mercado,
Tony Miglets, David Moore, and Haley Morgan
Liberty University
BUSI 311
Running head: ANNOTATED BIBLIOGRAPHY 1
ANNOTATED BIBLIOGRAPHY 2
Statement of Topic
Leadership in healthcare has been an important topic since the beginning of medicine. The rise of women leaders in the United States dates to 1849 when the first woman, Elizabeth Blackwell, graduated from American Medical school. Elizabeth Blackwell led the way for women to advance dramatically in the medical field. This paper will focus on the history of women leaders in healthcare, the challenges women have had in the past and still face today as leaders in healthcare, and the current events relating to the role of women in healthcare leadership.
Battaglia, M., Bianchi, L., Frey, M., & Iraldo, F. (2010). An innovative model to promote CSR among SMEs operating in industrial clusters: Evidence from an EU project. Corporate Social Responsibility and Environmental Management, 17(3), 133– 141. https://doi-org.ezproxy.liberty.edu/10.1002/csr.224
This article covered a few different topics, but one that stood out was that of how the social role theory they propose is very interesting. “Social role theory predicts that the social context puts pressure on men and women to fulfill certain societal expectations” (Heilman, Wallen, & Fuchs, 2004). Overall, this article is saying that given circumstances of social life today that women are more about commitment rather than the legal and political aspect that they say men are interested in.
Cohen, P. N., & Huffman, M. L. (2007). Working for the Woman? Female Managers and the Gender Wage Gap. American Sociological Review, 72(5), 681-704.
This article is discussing how women in management lead to an increase of women hires. They do make the point by saying that women do express a stronger support than men do at this discussion. I think this article is to mainly discuss if gender inequality comes into play even when women are hired into upper management positions and depending on which level they are hired in at.
Czabanowska, K., Domagała, A., Kalaitzi, S., Krogulec, A., Burazeri, G., & Babich, S. (2017). Exploring the Added Value of Women Health Care Managers in Poland. Materia socio-medica, 29(4), 280–285. https://doi.org/10.5455/msm.2017.29.280-285
In this article it brings to light the value that women as healthcare managers bring to the industry in Poland. There were three different types of data collected. “The gender leadership gap is an important barrier to achieving gender equity and optimal outcomes in organizational management” (Czabanowska et al., 2017). I would use this article to show all the things (lots of good traits and statistics) found when collecting data on women managers.
Fontenot, T. (2012). Leading Ladies: Women in Healthcare Leadership. Frontiers of Health Services Management; Chicago, 28(4), 11–21.
Teri Fontenot, an author in the Frontiers of Health Services Management Journal, wrote an article on the way women in healthcare are passed over for leadership positions. The article gives an interesting perspective to Fontenot’s own experience with working in the healthcare industry starting with no experience and climbing up the ladder to become the CEO of Women’s Hospital. The article is a great example of hope for a woman reader. The article then goes on to answer the question of how to overcome the barriers women must obtain leadership positions and what steps are needed to get there. “I have embraced the characteristics I find valuable in a healthcare leader, striving to be inclusive, assertive, transparent, accountable, results oriented, competitive, approachable, predictable, and consistent” (Fontenot, 2012).
Gunderman, R. B. (2020). Elizabeth Blackwell: First woman of American medicine. Pediatric Radiology, 50(5), 628–630. https://doi.org/10.1007/s00247-020-04655-8
An article written by Richard Gunderman explores the life and history of Elizabeth Blackwell, the first woman to receive a medical degree in the United States. The article talks about the life of Elizabeth Blackwell and her experiences and involvement in medicine. The article mentions that when Blackwell was applying to the medical schools, she was rejected numerous times for being a woman. She was persistent and finally was enrolled in the Geneva Medical college where she successfully obtained her medical degree in 1849. Even more, Blackwell enforced her moral opinion in her practices. It was not enough to just become a physician, she wanted to make a change. The article writes, “She promoted Christian morality, believing that science alone would prove insufficient in achieving medicine’s humanitarian objectives” (Gunderman, 2020).
Hauser, M. C. (2014). Leveraging Womenʼs Leadership Talent in Healthcare. Journal of Healthcare Management, 59(5), 318–322. https://doi.org/10.1097/00115514-201409000-00004
The article above was authored by Martha Hauser. Hauser is a Managing Director and the Healthcare Services practice leader at the Diversified Search Group. Hauser has vast expertise in recruiting leadership for positions in both healthcare and medically related higher education (Diversified Search, 2020). In the article, Hauser points out the disparity in gender representation in healthcare leadership roles. Hauser identified the professional backgrounds and career tracks of men and women in healthcare as being potential factors, while also acknowledging the masculine cultures and lack of consideration for work-life balance as coming into play. “Develop resources to address women's specific needs. Support their involvement in professional groups, help them identify opportunities to network within the organizations, and assign mentors or sponsors to advise and endorse them” (Hauser, 2014).
Hema A. Krishnan, Daewoo Park, A few good women—on top management teams, Journal of Business Research, Volume 58, Issue 12, 2005, Pages 1712-1720, ISSN 0148-2963, https://doi.org/10.1016/j.jbusres.2004.09.003.
http://www.sciencedirect.com/science/article/pii/S014829630400195X
In this article, it is discussed why there is a hierarchy of management and the gender diversity in top management teams (TMT). The article analyzes the last two decades with women in leadership positions and discusses the change from the mid to late 1990’s to the 21st century with the increase in global competition, information technology, and diversity in the workforce.
Kalaitzi, S., Cheung, K. L., Hiligsmann, M., Babich, S., & Czabanowska, K. (2019, March 8). Exploring Women Healthcare Leaders' Perceptions on Barriers to Leadership in Greek Context. Frontiers. https://www.frontiersin.org/articles/10.3389/fpubh.2019.00068/full
In this article they provide a study of women leaders in healthcare in Greece. “Gender inequalities in the global healthcare workforce have been identified as important derailment factors for health workforce and health systems' sustainability” (Kalaitzi et al.,2019). In the article they provide a survey for these professionals, asking their opinions on what women in healthcare as leaders face and the struggles behind moving up. I would also use this as support on the challenge’s women face in healthcare and in leadership roles.
Kalaitzi, S., Czabanowska, K., Fowler-Davis, S., & Brand, H. (2017). Women leadership barriers in healthcare, academia and business. Equality, Diversity and Inclusion: An International Journal; Birmingham, 36(5), 457–474. http://dx.doi.org.ezproxy.liberty.edu/10.1108/EDI-03-2017-0058
This article was written by a group of European researchers who perform an intricate study of women leaders. The researchers discover the many barriers that women face as leaders such as lack of flexible work environment, glass ceilings, family support, culture, lack of confidence, and more. The study shows that many obstacles are found that prevent women to become and succeed as leaders and more specifically, more barriers were found for women healthcare leaders than academic or business organizations. “In the healthcare provision sector, women leaders represent only 18 percent of hospital CEOs and 14 percent of members of boards of directors [Hauser, 2014], whereas when examining clinical leadership, we find that only 15.9 percent have reached top-level positions [Newman, 2011]” (Kalaitzi et al, 2017). With the low number of women leaders in healthcare, the question is why? This source will undoubtedly provide the evidence for this research paper to elaborate on these challenges women face in leadership roles in healthcare.
Latu, I. M., Mast, M. S., Bombari, D., Lammers, J., & Hoyt, C. L. (2019). Empowering Mimicry: Female Leader Role Models Empower Women in Leadership Tasks Through Body Posture Mimicry. Sex Roles, 80(1), 11–24. https://doi.org/10.1007/s11199-018-0911-y
An article written by four researchers; two Swiss studies were done to examine the way women rely on other women leaders through body posture. The studies show that women are more likely to have more confidence to complete leadership tasks when they are empowered by another’s body posture. The article states, “Specific to leadership tasks, women may mimic the actual powerful nonverbal behaviors of the model (e.g., powerful body postures), which could, in turn, lead to more empowered behaviors and enhanced performance. We call this two-step process empowering mimicry” (Latu et al, 2019). The article's studies will add to the topic of the leadership role of women in healthcare by focusing on the ways in which women become leaders and the process of breaking down barriers such as low self-confidence.
Maas, A. H. E. M. (2020). Empower Women in Healthcare to move Women’s Health forward. Maturitas, 136, 22–24. https://doi.org/10.1016/j.maturitas.2020.04.001
This article was authored by Dr. Angela Maas who has been a cardiologist since 1988. Dr. Maas has specialized in heart disease in women for over twenty-five years and is currently the Women’s Health Cardiac Director at the Radboud University Medical Center in the Netherlands. It is worth noting that Dr. Maas also served as a Dutch delegate to the United Nations in 2020. Within the article, Dr. Maas argues that while advances have been made, gender equality for women in healthcare has not advanced quickly enough. The doctor reveals that as patients, diagnoses for women are not reached as quickly as they are for men, and women typically have more unhealthy years in their lives than men. Dr. Maas then acknowledges that although women make up most workers in the healthcare world, that they hold a very disproportionate amount of leadership positions in the field. Dr. Maas believes that women having a more proportionate and equal role in leadership will also serve to improve the amount of focus which is placed on the healthcare that women receive. “A WHO report in March 2019 which emphasizes that women account for the majority (75%) of health and social care workers, but only 25% hold senior roles” (Maas, 2020).
Mavin, S. (2008). Queen Bees, Wannabees and Afraid to Bees: No More ‘Best Enemies’ for Women in Management? British Journal of Management, 19(S1).
Within this article, it discusses the behavior and Queen Bee label about women in management. The queen bee label is given to women who have top management positions with lousy behavior from senior women in management to other women within the organization. This article is about why we are labeling women as Queen Bees as a negative label rather than a woman trying to get stuff done. This article also identifies the primary issue that women in management need more masculine personalities and traits than women in lower-level positions.
Melero, E. (2011a). Are workplaces with many women in management run differently? Journal of Business Research, 64(4), 385-393. https://doiorg.ezproxy.liberty.edu/10.1016/j.jbusres.2010.01.009
They ask if workplaces are run differently when women are in management. This was written from information based on the British 1998 Workplace Employee Relations Survey. They took the information and found that when women are in management, they tend to lead more towards interpersonal channels but they complete their jobs at a more intense rate. It leads to say that women seem to prefer specific things such as leadership styles but tend to be very task orientated.
Mirza, A. M. B., & Jabeen, N. (2011). Gender Stereotypes and Women in Management The Case of Banking Sector of Pakistan. South Asian Studies, 26(2), 259-284. http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fdocview%2F1008664340%3Faccountid%3D12085
This article breaks down different percentages at how over the years women are becoming the “spotlight” of management over men. It goes in depth to talk about how gender stereotypes can be a huge statement when considering a woman for management. It covers the different challenges that women face as they try to take the approach into management. One main thing they cover is how people tend to take men and women to separate them into particular categories as if one cannot do another’s job.
Muraya, K. W., Govender, V., Mbachu, C., Uguru, N. P., & Molyneux, S. (2019). ‘Gender is not even a side issue…it’s a non-issue’: career trajectories and experiences from the perspective of male and female healthcare managers in Kenya. Health Policy and Planning The Journal on Health Policy and Systems Research, 34(4), 249–256. https://doi.org/https://academic-oup-com.ezproxy.liberty.edu/heapol/article/34/4/249/5479979
This journal did a study on gender in the healthcare system in two counties in Kenya. In the article it brings up the standards women are held to versus men and it also talks about growth and leadership within the healthcare field. This journal provides good and bad feedback for women in leadership in the healthcare industry. “Additionally, concerns around maintaining a work–life balance was primarily raised by female respondents, with many stating that they sometimes struggled to juggle between full-time work and domestic responsibilities” (Muraya et al., 2019). I would use some of the evidence from the study to provide background information on standards or expectations that women have set for them as healthcare professionals.
Mustafa A. Dah, Mohammad I. Jizi, Reem Kebbe, CEO gender and managerial entrenchment, Research in International Business and Finance, Volume 54, 2020, 101237, ISSN 0275-5319, https://doi.org/10.1016/j.ribaf.2020.101237 .
This article discusses the effect of gender on managerial authority and control over organizations. The study examines the management of S&P companies between 1999 and 2014. Organizational value, CEO age, organization age, and board size are all contributing factors in the likelihood of a woman being appointed as a CEO. It also goes into detail about why firms or organizations are more likely to appoint a male as CEO rather than females. “Female CEOs comprise less than 5% in S&P 1000 firms, 4.6% in S&P 500 firms and 6.4% of Fortune 500 companies” (Mustafa, 2020). Women tend to be appointed to CEO when the organization is experiencing an unstable or risky situation. While the turnover rate for female CEO’s is 40% less than that of male appointed CEOs. Women can hold the position more effectively than men are.
Rivera-Romano, L. S., Fresno, C., Hernández-Lemus, E., Martínez-García, M., & Vallejo, M. (2020). Gender imbalance in executive management positions at the Mexican National Institutes of Health. Human Resources for Health, 18(1), 21–21. https://doi.org/10.1186/s12960-020-0463-4
The article above was written by a collection of healthcare leaders associated with the government run healthcare system known as the Mexican National Institutes of Health. The authors sought to examine gender imbalance and wage gaps in leadership positions within the Mexican National Institutes of Health. The authors found that the worldwide issue of women’s inequalities in healthcare leadership was also relevant in Mexico. Most healthcare workers in Mexico are women but they are underrepresented in executive and management positions. “It is well documented that even if women’s awareness of the importance of their active participation in healthcare professions is growing, they still struggle with the lag of many to accept them, which leads to obstacles to access and promotion to leadership positions and to the training needed to qualify for this access” (Rivera-Romano et al., 2020).
Roth, V. R., Theriault, A., Clement, C., & Worthington, J. (2016). Women physicians as healthcare leaders: a qualitative study. Journal of Health Organization and Management, 30(4), 648–665. https://doi.org/10.1108/jhom-09-2014-0164
This article was written by four healthcare professionals from Ottawa, Canada who are associated with respected universities and hospitals in the city. The authors seek to bring to the reader’s attention the severe underrepresentation of women physicians in medical leadership. An intriguing discovery of the author’s revealed within the article is that women physicians often exclude themselves from consideration for leadership positions as they sometimes feel that the negatives which come along with holding a leadership outweigh the positives.” Finally, we identified additional potential barriers unique to the healthcare setting. These include the perceived lack of respect for leadership positions by physician peers and perceived lack of support by nursing leaders. The impact of nursing leaders on the female physicians in our study was an unexpected finding” (Roth et al., 2016).
Sexton, D. W., Lemak, C. H., & Wainio, J. A. (2014). Career inflection points of women who successfully achieved the hospital CEO position. Journal of Healthcare Management, 59(5), 367–384. https://doi.org/10.1097/00115514-201409000-00011
This article was written by a group of three professionals in the healthcare field. Donald Sexton is an instructor at Baylor University in their graduate level Health and Business Administration program; Dr. Christy Harris is a professor and chair of the Department of Health Services Administration at the University of Alabama and chief academic officer at the National Center for Healthcare Leadership; and Joyce Wainio is vice president of the National Center for Healthcare Leadership. The authors of this article sought to analyze the career trajectories of twenty female hospital CEOs who did successfully defy the odds to achieve executive roles in healthcare leadership, despite the large gender disparity being in favor of men. The study revealed that the two things that every one of the women CEOs had in common in their career paths were attaining a graduate degree and holding the position of COO prior to becoming CEO. “Our study suggests women should seek out training opportunities, take risks, and volunteer for positions that could increase experience and visibility with senior leaders” (Sexton et al., 2014).
Shrader, Charles B., Virginia B. Blackburn, and Paul Iles. "Women In Management And Firm Financial Performance: An Exploratory Study." Journal of Managerial Issues 32.1 (2020): 102+. Business Insights: Global. Web. 14 Nov. 2020.
https://bigale.com.ezproxy.liberty.edu/global/article/GALE%7CA625157641?u=vic_liberty&sid=summon
This article covers more of a financial aspect of women being in management. Firm financial performance article states that women are starting new businesses at a rate almost twice as quickly as men. This study they performed showed that women are very successful at creating those interpersonal relations needed for the success of a business. “She goes on to say that the underutilization of women in management in a period of great change and uncertainty is a national economic problem. It stands to reason then that firms employing large percentages of women can gain financially” (Rosener 1995).
Stelter-Flett, N. (2006). Women leaders' perspectives and experiences of leadership development (Order No. 3196715). Available from ProQuest Central; ProQuest Dissertations & Theses Global. http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fdocview%2F304910158%3Faccountid%3D12085
In this dissertation it discusses the experiences women have had in healthcare leadership and how they got to where they are now. It also discusses the influence and impact of women leaders providing leadership. “Career development programs can sometimes unwittingly encourage underdevelopment for women's career and personal self-efficacy through their design and content” (Stelter-Flett, 2006). I would use this dissertation to follow up on how women can aid other women in leadership roles in the healthcare industry.
Smalls, N. D. (2016). An examination of attitudes toward women working in healthcare leadership positions (Order No. 10164288). Available from ProQuest Central; ProQuest Dissertations & Theses Global. http://ezproxy.liberty.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fdocview%2F1845001578%3Faccountid%3D12085
In these dissertations/theses it discusses the issues at hand for women in the healthcare industry It not only discusses women but age and race. It uses 285 people to gather data. The research showed that even though there is progress with women growing in this industry there is still discrimination towards women in “men roles” (Smalls, 2016). It also states that it happens in the U.S. and globally. “Improving women's leadership development is important on several social and organizational fronts” (Smalls, 2016). I would use the research/ study conducted to provide conclusions about the issues women deal with as leaders in the healthcare industry in the U.S.
Sojo, V. E., Wood, R. E., Wood, S. A., & Wheeler, M. A. (2016). Reporting requirements, targets, and quotas for women in leadership. The Leadership Quarterly, 27(3), 519–536. https://doi.org/10.1016/j.leaqua.2015.12.003
This article discusses the ways in which the gap between men and women leaders in organizations are being closed. There are three major strategies to close this gap: reporting requirements demand that organizations report the number of women in leadership roles annually. Targets are goals to fill the positions or appoint with female leaders but do not have any repercussions if not achieved. Lastly, quotas are the fulfillment of leadership positions with consequences to organizations if not implemented. “Countries, companies, and political parties seeking to increase female representation should consider quotas or targets with strong enforcement mechanisms and be mindful of the fact that, as in most areas of endeavor, the level of representation achieved will be directly related to the level of challenge in the goal set and how much the goal has been accepted by the key stakeholders” (Sojo et al, 2016). This article will directly relate to the topic of the leadership role of women. Although it does not discuss healthcare leaders, the importance of how women are to become leaders and the steps needed to take to get there are clearly laid out in this article.
