Pathways to Leadership in Plastic Surgery: A Cross-sectional Study

Abstract

Background: There are many pathways to leadership, but few historically were designed with women in mind. This study aimed to report on common trends, characteristics, pathways, and achievements among successful women plastic surgery leaders today.

Methods: A Qualtrics survey targeted at leaders in plastic surgery was distributed to all established/active members of the American Society of Plastic Surgeons as of 2023. Participation was voluntary, unincentivized, and anonymous.

Results: We received 227 completed surveys, 116 of whom were women, and 90 (77.6%) of whom self-identified as women leaders. Seventy percent decided on pursuing a fellowship; the top 3 subspecialties were microsurgery (30%), hand (17%), and craniofacial (13%). Of self-identified leaders, 54.5% completed at least 1 year of dedicated research during training, 32.0% hold a leadership position in a national professional organization, 18% hold a leadership position in academia, 6.7% on an editorial board, 14% in healthcare management, and 4% in industry and politics. The top 3 qualities that women leaders felt they possessed were integrity (17%), grit (13%), and dependability (12%). Our cohorts' top 3 recommendations that younger aspiring women leaders should prioritize are identifying networks (30%), seeking mentorship (22%), and harnessing inner drive (15%). Fifty-two percent of current women leaders were inspired by their mentors who held similar positions; 39% had a woman mentor.

Conclusions: Women are successful as leaders, and herein lies the profiles of what that looks like today. The majority demonstrated integrity and grit, have prioritized having an impact on the field, and have attributed mentorship and networking to their success.

Fig. 1.

A Qualtrics survey was distributed by email to all active ASPS members.

Fig. 2.

Training pathways amongst leaders. Distribution of (A) residency pathway, (B) secondary degrees, and (C) fellowship pathways taken among women respondents who self-identified as leaders.

Fig. 3.

Leadership and research during training. A, Prior leadership positions held by women leaders during residency. B, Timing of research positions held by women leaders during residency and fellowship.

Fig. 4.

Current practice patterns of leaders. A, Comparison of practice duration between women and men self-identified leaders. B, Comparison of practice duration between women leaders and all women respondents. C, Current practice setting of women leaders.

Fig. 5.

Leadership positions. A, Bar Graph: current leadership positions held by women and men leaders. B, Tabulated: current leadership positions held by women and men leaders.

Fig. 6.

Top reasons and qualities embodied by leaders. A, Reasons and (B) qualities necessary for leadership described by women and men leaders. C, Tabulated: reasons and qualities necessary for leadership described by women and men leaders.

Fig. 7.

Top recommendations for trainees pursing leadership. A, Bar graph: factors for success identified by women and men leaders. B, Tabulated: factors for success identified by women and men leaders.

Fig. 8.

Position of most influential mentor identified by women leaders.