A qualitative study of faculty members' views of women chairs

Abstract

Background: Concurrent with the evolving role of the department chair in academic medicine is the entry of women physicians into chair positions. Because implicit biases that stereotypically masculine behaviors are required for effective leadership remain strong, examining faculty members' perceptions of their chair's leadership in medical school departments with women chairs can provide insight into the views of women leaders in academic medicine and the complex ways in which gender may impact these chairs' leadership style and actions.

Methods: We conducted semistructured interviews with 13 male and 15 female faculty members representing all faculty tracks in three clinical departments chaired by women. Inductive, qualitative analysis of the subsequent text allowed themes to emerge across interviews.

Results: Four themes emerged regarding departmental leadership. One dealt with the leadership of the previous chair. The other three described the current chair's characteristics (tough, direct, and transparent), her use of communal actions to help support and mentor her faculty, and her ability to build power through consensus. Because all three chairs were early in their tenure, a wait and see attitude was frequently expressed. Faculty generally viewed having a woman chair as an indication of positive change, with potential individual and institutional advantages.

Conclusions: This exploratory study suggests that the culture of academic medicine has moved beyond questioning women physicians' competence to lead once they are in top organizational leadership positions. The findings are also consonant with experimental research indicating that women leaders are most successful when they pair stereotypic male (agentic) behaviors with stereotypic female (communal) behaviors. All three chairs exhibited features of a transformational leadership style and characteristics deemed essential for effective leadership in academic medicine.

FIG. 1.

Coding progression from development of initial coding to emergence of four themes illustrating theoretical coding reached after 29 interviews through researcher consensus and data saturation.

FIG. 2.

The proposed theoretical model of this study in which the new chair's tough, direct, and transparent characteristics (Theme II, Table 2B), use of communal actions (Theme III, Table 2C), and ability to build power through consensus (Theme IV, Table 2D) surround and are informed by faculty's perceptions of the prior environment (Theme I, Table 2A) and the new chair's desire to lead.