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      Becoming Leaders – A Qualitative Research Study on the Priorities and Concerns of Early Career Women Faculty in Academic Medicine

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          Abstract

          Background

          Gender inequity persists in high-level leadership within academic medicine. Understanding the perspectives of early career women faculty could clarify how to recruit and support women who pursue high-level leadership. This study explored the specific priorities and concerns that may influence the recruitment of women leaders in the future.

          Methods

          Twenty-five assistant professors (mean: 1.8 years at rank) completed the Early Career Women’s Leadership Program and participated in semi-structured, in-depth interviews in 2023. Data were analyzed using an iterative, thematic constant comparison process informed by constructivist grounded theory.

          Results

          The authors identified four themes. In theme one, participants described the importance of being seen and valued as a whole person, with consideration of their personal and professional lives. They sought mentorship and leadership positions that supported their work-life integration. In theme two, women balanced an interplay between the individual and the collective when considering themselves as future leaders. From the individual perspective, participants prioritized personal values like humility and compassion when discussing preferred leadership styles. From the collective perspective, they prioritized inclusivity and teamwork. Theme three showed discomfort with the unknown with a desire to fully understand a leadership position and its impact on personal and professional life. Participants wondered about having the authority and resources to realistically make meaningful change and whether they could adequately prepare to lead. The fourth theme was representation mattered. Participants valued having women leaders who have experienced similar challenges as themselves. These leaders inspired participants to believe that they could also achieve and succeed in high-level leadership.

          Conclusion

          Early career women balanced numerous factors when considering whether to pursue high-level leadership in academic medicine. Understanding women’s priorities and concerns can enable institutions to prepare women faculty to lead and ultimately recruit and retain them in high-level leadership.

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          Most cited references51

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          Code Saturation Versus Meaning Saturation: How Many Interviews Are Enough?

          Saturation is a core guiding principle to determine sample sizes in qualitative research, yet little methodological research exists on parameters that influence saturation. Our study compared two approaches to assessing saturation: code saturation and meaning saturation. We examined sample sizes needed to reach saturation in each approach, what saturation meant, and how to assess saturation. Examining 25 in-depth interviews, we found that code saturation was reached at nine interviews, whereby the range of thematic issues was identified. However, 16 to 24 interviews were needed to reach meaning saturation where we developed a richly textured understanding of issues. Thus, code saturation may indicate when researchers have "heard it all," but meaning saturation is needed to "understand it all." We used our results to develop parameters that influence saturation, which may be used to estimate sample sizes for qualitative research proposals or to document in publications the grounds on which saturation was achieved.
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            Critical Analysis of Strategies for Determining Rigor in Qualitative Inquiry.

            Criteria for determining the trustworthiness of qualitative research were introduced by Guba and Lincoln in the 1980s when they replaced terminology for achieving rigor, reliability, validity, and generalizability with dependability, credibility, and transferability. Strategies for achieving trustworthiness were also introduced. This landmark contribution to qualitative research remains in use today, with only minor modifications in format. Despite the significance of this contribution over the past four decades, the strategies recommended to achieve trustworthiness have not been critically examined. Recommendations for where, why, and how to use these strategies have not been developed, and how well they achieve their intended goal has not been examined. We do not know, for example, what impact these strategies have on the completed research. In this article, I critique these strategies. I recommend that qualitative researchers return to the terminology of social sciences, using rigor, reliability, validity, and generalizability. I then make recommendations for the appropriate use of the strategies recommended to achieve rigor: prolonged engagement, persistent observation, and thick, rich description; inter-rater reliability, negative case analysis; peer review or debriefing; clarifying researcher bias; member checking; external audits; and triangulation.
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              The Constant Comparative Method of Qualitative Analysis

                Author and article information

                Journal
                J Healthc Leadersh
                J Healthc Leadersh
                jhl
                Journal of Healthcare Leadership
                Dove
                1179-3201
                02 December 2024
                2024
                : 16
                : 511-523
                Affiliations
                [1 ]Johns Hopkins University School of Medicine (JHUSOM) , Baltimore, MD, USA
                [2 ]Department of Pediatrics, JHUSOM , Baltimore, MD, USA
                [3 ]Department of Plastic and Reconstructive Surgery, JHUSOM , Baltimore, MD, USA
                [4 ]Department of Medicine, JHUSOM , Baltimore, MD, USA
                [5 ]Office of Faculty, JHUSOM , Baltimore, MD, USA
                [6 ]Department of Anesthesiology and Critical Care Medicine, JHUSOM , Baltimore, MD, USA
                Author notes
                Correspondence: Jennifer K Lee, Johns Hopkins University School of Medicine, Department of Anesthesiology and Critical Care Medicine , 1800 Orleans Street, Suite 6321, Baltimore, MD, 21287, USA, Tel +1-410-955-6412, Email Jennifer.lee@jhmi.edu
                Author information
                http://orcid.org/0000-0001-9578-4482
                Article
                499001
                10.2147/JHL.S499001
                11624522
                39649702
                c176547d-5dee-407a-bbdc-c2585cc5b1a0
                © 2024 Liu et al.

                This work is published and licensed by Dove Medical Press Limited. The full terms of this license are available at https://www.dovepress.com/terms.php and incorporate the Creative Commons Attribution – Non Commercial (unported, v3.0) License ( http://creativecommons.org/licenses/by-nc/3.0/). By accessing the work you hereby accept the Terms. Non-commercial uses of the work are permitted without any further permission from Dove Medical Press Limited, provided the work is properly attributed. For permission for commercial use of this work, please see paragraphs 4.2 and 5 of our Terms ( https://www.dovepress.com/terms.php).

                History
                : 02 October 2024
                : 26 November 2024
                Page count
                Figures: 0, Tables: 1, References: 59, Pages: 13
                Funding
                Funded by: funding;
                There is no funding to report.
                Categories
                Original Research

                leadership,women,gender,equity
                leadership, women, gender, equity

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