Building diverse leadership in an academic medical center: The ACCLAIM program

Drake, Amelia F.; Sollecito, William A.; Horneffer, Kathryn E; Martin, Joy B; Westervelt, Lauren M; Murphy, Bryant A.; Schenck, Anna P.; Carter-Edwards, Lori

doi:10.1016/j.jnma.2023.01.004

Cited by 1 publication

(3 citation statements)

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“…16 Moreover, barriers faced by women professionals in the workforce and in leadership positions are well-documented and include personal barriers such as burnout 17 and imposter phenomenon 17 , interpersonal barriers such as lack of support, 18 organizational barriers such as discriminatory behaviors, and other systemic barriers. 14,19 TA B L E 2 Difference between coaching for development versus coaching for performance/remediation.…”

Section: Developing Diverse Leadershipmentioning

confidence: 99%

“…Even though leadership positions are becoming more accessible to women and other underrepresented groups, the need to further diversify leadership persists. Recommendations typically include systemic changes 14 recognizing that an individual can only do so much within the institutional and systemic constraints. Historically, there have been limited opportunities for female leaders in dental education 15 and the dental workforce in general 16 .…”

Section: Developing Diverse Leadershipmentioning

confidence: 99%

“…Historically, there have been limited opportunities for female leaders in dental education 15 and the dental workforce in general 16 . Moreover, barriers faced by women professionals in the workforce and in leadership positions are well‐documented and include personal barriers such as burnout 17 and imposter phenomenon 17 , interpersonal barriers such as lack of support, 18 organizational barriers such as discriminatory behaviors, and other systemic barriers 14,19 …”

Section: Developing Diverse Leadershipmentioning

confidence: 99%

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The power of coaching: Developing leaders and beyond

Horvath,

Wilder,

Guthmiller

2024

Journal of Dental Education

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In recent decades, the application of coaching for career development and supporting faculty in leadership roles has greatly expanded in higher education. Coaching can offer transformational and life‐changing experiences, inspire critical reflection in early career decisions, and (re)ignite passion and commitment at all career stages. While coaching focuses on transforming individuals, it also has the potential to impact organizations and professional environments. The power of coaching deserves appropriate recognition within dental education and scholarship. In this article, the authors discuss the potential for career coaching as a tool for developing future leaders in dental education. After differentiating between coaching and mentoring, coaching for professional development is reviewed as an evidence‐based approach that can enhance traditional leadership and professional development programs. Although this article was inspired by programming supporting the development of female leaders, coaching applies to all leaders and may be particularly helpful in supporting the development of diverse leaders including but not limited to individuals from different backgrounds, national origins, gender, racial, socioeconomic, and cultural distinctions. After a review of existing coaching initiatives in dental education, a variety of coaching strategies for faculty, staff, and trainees will be described that can be implemented by oral health educational institutions. Examples of coaching strategies range from developing internal coaching programs to contractual agreements with external coaching groups. Step‐by‐step guidelines are included.

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Section: Developing Diverse Leadershipmentioning

confidence: 99%