Authentic leadership and mindfulness: cultivating women leaders in the healthcare industry in the 21st century

Jennifer Marie Small

doi:10.17918/00000416

In this period of dramatic changes in healthcare law provisions, fears about quality and safety, cost, and point-of-care scheduling are producing a crucial requirement for healthcare modifications. According to Steckler et al. (2016), changes are desired at two levels: the higher level (e.g., innovative configurations for clinical alliance and inter-disciplinary education) and the frontline (e.g., process improvement). As the new age of healthcare is evolving, modifications in leadership practices are needed to manage stakeholders in a culturally diverse environment (Lee, 2010; McAlearney & Sinioris, 2010). The problem is how to effectively manage organizational change by cultivating the knowledge, skills, and competencies of women leaders need in order to attend to the social facets of organizational changes impacting healthcare (Steckler et al., 2016). The participants' stories were understood through a narrative inquiry methodology and guided by the following research questions: 1. What experiences do senior-level women leaders in healthcare share about the challenges and opportunities for women with their professional profile? 2. What are the knowledge and skills that senior-level women leaders require to enhance their development as women leaders in healthcare? 3. How do women leaders' experiences align with authentic leadership and mindfulness? In order to offer a sturdy foundation for this study, the researcher reviewed three streams The sample included seven senior-level women leaders. Data was collected using two rounds of interviews, observation field notes, and researcher reflective journal. From these methods, the following four findings emerged: (a) career trajectory and growth, (b) gender inequality, (c) leadership development, and (d) work-life balance. The predominant theme gleaned from this data is "A Women's Pathway to Leadership," with four classifications that refined the fundamental nature of the participants experiences as they developed and positioned themselves for being a valuable and successful women leader in healthcare. The major conclusions were that the findings were consistent with research on leadership development and experiences women have in male-dominated healthcare cultures. These insights can also direct existing women leaders who are attentive to recognizing and developing other women who have leadership potential. This study provides a broad interpretation of the pathways to women in leadership that can foster an awareness of the significance of leadership development and preparedness in the healthcare setting.

Authentic leadership and mindfulness: cultivating women leaders in the healthcare industry in the 21st century

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Authentic leadership and mindfulness: cultivating women leaders in the healthcare industry in the 21st century

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