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How to Close the Global Health Gender Leadership Gap

Devex International Development Jun 13, 2018
This article is deemed a must-read by one or more of our expert collaborators.
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How to Close the Global Health Gender Leadership Gap Giving Compass
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Giving Compass’ Take:

• Constancia Mavodza highlights the gender imbalance in global health leadership and offers a path forward to equal leadership.

• What are the consequences of gender-imbalanced leadership? Are there organizations who have already solved this problem internally? 

• Learn about getting women involved in STEM.


It is time to deal with the persistent gender leadership gap in global health. Here’s what we know: when disaggregated by sex, there are many fewer women than men in positions of leadership within the global health arena. We also know that women carry the highest burden of disease and that they comprise 65 to 85 percent of both the formal and informal health workforce.

There are differences in the career capital that different men and women have access to and these differences are influenced by factors such as differing traditions, attitudes, and behaviors; different types of education, training, and laws; differences in employment conditions and trajectories, rights and benefits; child care provisions; and/or equal opportunities policies.

Acknowledging these differences and harnessing them for context- sensitive leadership is one possible way of cracking doors to empower women to be successful global health leaders.

We need multicultural global leaders who exhibit this trait via the leadership skills they exhibit. So in addition to mentoring up-and-coming women leaders, coaching them is particularly important. Coaching is based on skills improvement — enabling women to use and improve their skills.

There is no final destination to the influence of gender in leadership because gender is not a static notion. A crucial step is to acknowledge the ever-changing notions of gender-influenced leadership trajectories and career progression.

Read the full article on the global health gender leadership gap by Constancia Mavodza at Devex International Development.

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Public Health is a complex topic, and others found these selections from the Impact Giving archive from Giving Compass to be good resources.

  • This article is deemed a must-read by one or more of our expert collaborators.
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    How Foundations Can Accelerate Health System Improvement

    Giving Compass' Take: • Grantmakers in Health explains how foundations can maximize their impact on the health care system by building capacity across sectors in the system to better leverage their other funding.  • What other issue areas besides health care would benefit from this approach? How can funders decide how to best direct their capacity-building budget?  • Learn why funding talent investment is key to capacity building. At a time when the health care system is facing a host of challenges, many with attributes that are impossible to solve alone, we see organizations from across the health and social sectors combining their skills and expertise through interesting partnerships to crack the “impossible” together. Just as the complexity of the challenges facing the healthcare sector demands a new strategy like cross-sector partnering, that strategy itself demands a new kind of intervention from the health philanthropy community. With growing attention being put toward the need for functional cross-sector partnerships, the gap is amplified between organizations’ good intentions for partnering and their suited capacities and skills to do so. This presents an emerging opportunity for foundations interested in accelerating health system improvement: intervene early and commit resources toward stewarding capacity-building initiatives. This will be in service to the sector leaders that will ultimately need the skills to design and implement productive, long-lasting cross-sector partnerships. When foundations layer capacity building on top of traditional funding, they position the organizations they support to make greater contributions to cross-sector partnerships and the goals these partnerships aim to achieve. Ask a funder with a thriving portfolio of programs aimed toward improving health system performance, and they will likely tell you that the most successful initiatives are executed by organizations with the necessary skills and expertise to deliver. But the capacities required to deliver effective cross-sector partnerships do not always come naturally to organizations that have been operating in an environment that favors individual organization incentive versus whole system incentive, and it will take time to develop the culture and elements that translate into partnership readiness. And while it will take time for organizations to mature their partnership readiness, the funding approach to capacity building requires a rethink on the part of foundations. Read the full article about accelerating health system improvement by Lori Peterson, Erica Snow, and at Grantmakers In Health.


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