1. The Current Status and Future Goals of Women’s Leadership and Advancement at UFCOM
Sonal Tuli, MD, MEd

2. Background Few women Chairs at COM
Status of women at other leadership positions not known
Status of women at various ranks not known

3. Why Does This Matter? Women leaders are more collaborative
Better at problem solving and analyzing issues
Better at communication
Companies with more women in leadership financially outperform male dominated ones
Better at conflict management

4. Specific Aims
To compare the percentage of women faculty at the UFCOM to national data stratified by rank and leadership positions
To gauge the perception of women faculty about the advancement and leadership opportunities available at UFCOM

5. National Data 2013-2014 47% of Students 46% of Residents
38% of Faculty
21% of Professors
15% of Chairs
16% of Deans

10. Perception of Women Regarding Advancement Opportunities
Faculty Forward survey
Compared data significantly different between female and male respondents
UF data will be similarly mined
Town hall meetings planned in near future – plan to make this one of the topics of discussion

11. AAMC Faculty Forward Survey Data
Clear expectations about role and advancement path
Regular feedback on performance
Discussions clarifying promotion requirements
Teaching and education
Research and scholarship
Well-defined roles and linkage of how day-to-day activities support the school’s mission

12. AAMC data cont.… An equitable and diverse workplace
A workplace culture that cultivates diversity
A workplace that is seen as offering equal opportunities to all faculty regardless of gender, race, and sexual orientation
Environments that retain female and racial/ethnic minority faculty

13. AAMC data cont.…
Access to opportunities for development and advancement
Increased availability of mentors and established mentoring programs
Opportunities for advancement
Professional development programming

14. We Are Equal Opportunity, Aren’t We?
Barriers to Equal Opportunity
Implicit Bias
Imposter Syndrome

15. 2012 study
6 “prestigious universities” – 550 participants
CV for lab manager position
Differed only in 1 aspect – name – John vs Jennifer
Jennifer scored statistically lower in all scales except likeability ( significantly higher)
Salary offered was significantly lower for Jennifer

16. Imposter Syndrome
Syndrome where high achieving individuals chronically question their abilities and fear that others will discover them to be frauds
Significantly more pervasive in women than men
FP resident study – 40% women & 20% men
HP study – men apply for jobs with 60% of qualifications met whereas women do with 100%

17. Implications for Women
Job satisfaction lower
Retention rate of women lower than men (leaving at higher rate than entering)
Salary implications
Starting salary about 16K less than comparable male colleagues
Discrepancy widens with advancement
Women don’t negotiate – expect fairness
Advancement difference further widens gap
Lifetime difference in millions

18. Next Steps? Search/promotion committees Mentorship
Make-up
Awareness
Mentorship
Leadership program specifically for women
Modified from free use image from interactioninstitute.org

19. References:
Moss-Racusin CA, Dovidio JF, Brescoll VL, Graham MJ, Handelsman J. Science faculty's subtle gender biases favor male students. Proc Natl Acad Sci U S A Oct 9;109(41):
Clance P, ImesS. The impostor phenomenon in high-achievingwomen: dynamics and therapeutic intervention. Psychotherapy: Theory, Research, and Practice 1978;15:241-7
Oriel K, Plane MB, Mundt M. Family medicine residents and the impostor phenomenon. Fam Med Apr;36(4):248-52
Henning K, Ey S, Shaw D. Perfectionism, the imposter phenomenon and psychological adjustment in medical, dental, nursing and pharmacy students. Med Educ Sep;32(5):456-64
The State of Women in Academic Medicine: The Pipeline and Pathways to Leadership. AAMC 2014
Jagsi R, Griffith KA, Stewart A, Sambuco D, DeCastro R, Ubel PA. Gender differences in the salaries of physician researchers. JAMA. 2012;307:2410–2417.