Option #2: Observational Research for Leadership Specific to Gender and Ethnic Diversity (examples attached- do not use) The evolution of leadership theory brought attention to early study findings th

Running head: RESEARCH FOR LEADERSHIP: GENDER AND ETHNIC DIVERSITY 0

Research for Leadership: Gender and Ethnic Diversity

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Colorado State University – Global Campus

ORG561

Research for Leadership: Gender and Ethnic Diversity

The history of leadership theories allows a look back into what traits were considered idealistic in a leader. Unfortunately as we continue to study early leadership theory, it soon is clear that there is a diversity issue from both a racial and gender standpoint in older theories. As diversity became a more commonplace topic of consideration in regards to the workforce, the attention eventually turned towards leadership and the study of such. A diverse workforce creates a number of benefits; experiences, knowledge base, gender, political, religion, and gender based experiences. “Scholars of leadership have infrequently addressed the diversity of leaders and followers in terms of culture, gender, race and ethnicity, or sexual orientation. In addressing these issues, we argue that the joining of the two bodies of theory and research - one pertaining to leadership and the other to diversity - enriches both domains of knowledge and provides guidelines for optimizing leadership in contemporary organizations and nations” (Eagly & Chin, 2010-a). Gender diversity is the focus of this specific paper, and the inclusion of women, (or lack of such), in all levels of leadership. The issue that is being investigated is the relatively low representation by women in higher leadership levels of the Healthcare Organization (HO).

Leadership Diversity Progression

“Goldman Sachs CEO David Solomon announced that the investment bank would no longer take a company public unless said company has at least one “diverse” board member. Solomon indicated that this initiative will start July 1st and the focus will be on women” (Gassam, 2020). While the intent behind this move is based on the logic and evidence that gender and racial diversity equates to higher profits, but Solomon is missing the mark in this initiative. The effort is certainly commendable, but a single “diversity” position could backfire with claims or impressions of tokenism or ‘diversity hire’ repercussions. Efforts to improve gender diversity are a solid strategy, but equal efforts must be made to improve racial or ethnic diversity; which lags just as poorly as gender diversity. Every S&P organization has at least one woman on the board, but the same cannot be said for other diversity categories.

Leadership Levels & Gender

“Currently in the US, only 3% of healthcare CEOs are women, 6% are department chairs, 9% are division chiefs, and 3% are serving as chief medical officers. This is despite women comprising 80% of the healthcare workforce and evidence that having women in upper management and on corporate boards is associated with improved financial performance and enhanced accountability” (Rotenstein, 2018). Implicit bias education can help to highlight indirectly or implicitly learned attitudes about what women are capable of in STEM fields (science, technology, engineering, and mathematics), and particularly in medicine. Men and women should take these educational training together in order to better understand the obstacles to true parity.

“Historically women have struggled for equality; to not be essentially defined by their biology or the traits that society considers inherently female or feminine, but to be considered as equals in all regards. Leadership roles exemplify this challenge as women are still under-represented at the highest positions of power in politics, business and religious institutions” (Western, 2013). Before any progress can be made, healthcare organizations must quantify what their current standings are in regards to gender diversity at higher levels of leadership (see Appendix A). While gender parity progress is being made specifically for CEO or other executive positions for some of the largest hospitals across the U.S., progress of executive leadership roles for women have barely made any progress at all.

Rock Health, (2019), [graphic]

Leadership Theories

There are several leadership styles that can lend assistance to different goals and this includes in addressing diversity. The higher levels of diversity the more functional or higher performing the team, but diversity does not always guarantee results. Leadership theories that thrive are often associated with gender diversity include; goal oriented leadership and inclusive leadership styles.

Leadership is a complex series of relationships across multiple levels of any organization. Given these potential complexities, several leadership theories can contribute components towards a more diversity-focused leader. “Relational theories and contingency theories of leadership have considerable potential to illuminate diversity issues. These theories touch on cross-cultural generalizability, including the implications of culture-specific conceptions of personality for leadership deserve attention” (Eagly & Chin, 2010b).

Contingency Theory

“The Fiedler Contingency Model was created in the mid-1960s by Fred Fiedler, a scientist who studied the personality and characteristics of leaders” (MindTools, n.d.). This model claims there is no one style of leadership that is better than any other. Instead the effectiveness of a leader is simply effective or ineffective based on whatever situation is at hand. While this leadership theory lacks in flexibility, it does allow a narrow focus on diversity throughout an initiative, but this is not a long-term solution for any organization; for as situations change, it would require a change of leader to accommodate the new situation.

Relational Theory

“Relational leadership model; the relational process of people together attempting to accomplish change or make a difference to benefit the common good. This philosophy values being ethical and inclusive and acknowledges the diverse talents of group members and trust the process to bring about socially responsible changes” (Komives, Lucas, & McMahon, 1998). This theory states that relationships are the crucial to operational and forward thinking leaders. Relational theory is at is core: empathetic, understanding and kind.

These authentic relationships occur between leaders and their followers; with leaders building their followers up and setting them up for success. “Relational leadership can be incredibly successful, particularly when it is authentic, empathetic, reinforced through gestures of friendship and embedded in the culture of a team” (Coleman, 2018).

Conclusion

“Women are critical stakeholders in healthcare, serving as workers, caregivers, and consumers—yet they do not have an equal voice in the ranks of leadership” (Tecco, 2017). Women are seen as crucial participants in healthcare: as employees, decision-makers, and caregivers at home. The feminine share of the overall workforce is split rather equally at just below 47%, but women still contribute more time in the care provision of family members (children or elders). Healthcare decisions often fall to women for care decision-making and healthcare purchases for their families, and often friends and other relatives.

Diversity committee / workgroups should be established to monitor diversity initiatives; the workgroup should be made of both men and women in multiple levels of leadership across the organization. Communications should be made with women in the workforce to collect feedback and understand the issues that women consider to be roadblocks to success. “Inviting regular feedback from women and tracking the engagement of male leaders in sponsoring high-potential women can foster a culture in which more women emerge as leaders” (Hauser, 2014).

Today the U.S. is growing in its diversity, a recent estimate published by the Pew Research Center states that by the year 2055 there will not be any single ethnic group holding a majority of the population. Diversity is more than an ethics issue for today’s healthcare organizations, but more of a long term success strategy, taking an organization further and more deeply into the future.

References

Eagly, A. H., & Chin, J. L., (2010), Diversity and Leadership in a Changing World. American Psychologist, 65(3), 216–224. https://doi.org/10.1037/a0018957

Hauser, M. C. (2014). Leveraging Women’s Leadership Talent in Healthcare. Journal of Healthcare Management, 59(5), 318–322. https://doi.org/10.1097/00115514-201409000-00004

HCA Healthcare, (2020), Executive Officers, Retrieved from https://investor.hcahealthcare.com/corporate_governance/executive_officers

Komives, S. R., Lucas, N., & McMahon, T. R. (1998). Exploring Leadership: For College Students who want to Make a Difference. San Francisco: Jossey-Bass Publishers

MindTools, (n.d.), Fiedler's Contingency Model, Retrieved from https://www.mindtools.com/pages/article/fiedler.htm

Oliver Wyman, (2019), Women In Healthcare Leadership 2019, Retrieved from https://www.oliverwyman.com/our-expertise/insights/2019/jan/women-in-healthcare-leadership.html

Rock Health, (2019), The State of Gender Equity at Healthcare Startups and VCs in 2019, Retrieved from https://rockhealth.com/reports/the-state-of-gender-equity-at-healthcare-startups-and-vcs-in-2019/

Rotenstein, L.S., MD, (2018), Fixing the Gender Imbalance in Health Care Leadership, Retrieved from https://hbr.org/2018/10/fixing-the-gender-imbalance-in-health-care-leadership

Tecco, H., (2017), Women in Healthcare 2017: How does our Industry Stack up? Retrieved from https://rockhealth.com/reports/women-in-healthcare-2017-how-does-our-industry-stack-up/

Western, S., (2013), Leadership: A Critical Text. Thousand Oaks, CA: Sage Publications.

Appendix A

Healthcare Organization leadership gender disparity, there is a clear level where women rise to positions of authority, and where men overtake the operations of organization.

Further, the positions that women hold in higher levels of leadership are always more ‘soft-skills’ positions: nursing, human resources, marketing – but almost never finance or strategy-based positions (HCA, 2020).

Healthcare across the U.S. constitutes of 80% purchase power by women, 65% of the workforce, but 30% of C-Suite team members and worse yet, only 13% of CEOs. “Healthcare, unlike other industries, does not have a ‘women in healthcare’ problem, but a ‘women in healthcare leadership’ problem” (Oliver Wyman, 2019).

Oliver Wyman (2019), [graphic]