Exploring the Added Value of Women Health Care Managers in Poland

Abstract

Introduction:Female managers in the Polish health care system are seldom a subject of scientific investigation.Material and Methods:This study describes the share and profile of women in health care management positions and explores how and why Polish female health care managers add value to the leadership of health care organizations. Three data collection methods were used including: scoping review, analysis of data from governmental information bases and in-depth interviews with female health care managers.Results:Men comprise nearly twice the number of hospital directors in Poland as compared to women, or 67% of the total representation. Traits often attributed to women including strength, perseverance, multi-tasking, empathy, emotional intelligence and intuition add value in leadership roles. Polish women managers value the complementarity of genders in professional roles and their contribution to constructive collaboration.Conclusion:The study contributes to the scarce literature on Polish female health care managers.

Exploring Women Healthcare Leaders' Perceptions on Barriers to Leadership in Greek Context

“…The added value of women's leadership in health and healthcare has been addressed extensively by literature (3, 4, 6–11); the excellent qualities and results to health systems outcomes both at universal health coverage and at national and community level have been evidenced extensively; the importance of gender equality and diversity of health workforce have also been acknowledged by scholarship and global agencies, such as WHO (12), OECD (1), as a governance priority to strengthen health services, professional education and employment systems and make health systems responsive to life events and societal challenges.…”

Navigating barriers to gender equality in the European Union context

“…The online questionnaire was designed using the Sawtooth Software (40). Four different versions of a self-administered questionnaire and an explanatory introduction were developed.…”

“…The age of the respondents ranged from 39 to 50 years (46%, n = 11), 51-60 years (42%, n = 10), 61-65 years (13%, n =3) representing mainly mid-career stage, namely the entryway to senior leading positions. All respondents had an overall fit statistic higher than 0.25 and were thus all included in the analysis (40). Respondents rated BWS survey as less to medially difficult on a 7-point Likert scale rates ranging from 2 to 6 (mean:3.45) (41).…”

“…Previous research confirms that women fall severely behind men in assuming leading roles in healthcare as they are hindered by numerous barriers. [36][37][38][39] Even though their added value in the healthcare sector is acknowledged, 40,41 women leaders encounter societal and cultural challenges that define and diminish their career potential. This study considers the dynamic dialogue among societal culture, professional leadership and gender as a socially constructed concept 40 pervading the society in a constant flux and negotiation.…”

“…[36][37][38][39] Even though their added value in the healthcare sector is acknowledged, 40,41 women leaders encounter societal and cultural challenges that define and diminish their career potential. This study considers the dynamic dialogue among societal culture, professional leadership and gender as a socially constructed concept 40 pervading the society in a constant flux and negotiation. These interactions shape mechanisms over time, such that dominant perceptions are enabled and constantly reinforced through country's social, cultural and economic influences.…”