Innovative Leadership
Women are now leading many changes in healthcare in the Arab world, particularly in instances of crisis. The sphere of their contribution has largely expanded from being frontline health providers alone to leaders and champions who advocate for change.
This article explores how women are reshaping the healthcare landscape in the Arab region, emphasizing their contributions, challenges, and the critical need for gender equity in health system.
The Rise of Women in Healthcare Leadership
Women’s representation in top positions in the Arab healthcare industry has significantly increased in recent years. For example, according to Kuwaiti data, the percentage of women in leadership positions in government hospitals increased from 38% in 2008 to 73% in 2016 at Mubarak Al-Kabeer Hospital. Despite historical obstacles, women are starting to hold increasingly senior roles in the region, which is reflected in this trend.
Indeed, with changes in government aggressively championing the cause of female representation in leadership positions in the healthcare industry, the United Arab Emirates stands as a benchmark. Though women are taking an increasingly larger share in the healthcare industry, the struggle remains; only slightly above 25% of female representation has been achieved in health leaders in the entire world. For the Emirati, progress is more impressive; more of them have taken important roles and led the development of health services.
Challenges to Woman’s Healthcare Leadership in Healthcare
Even with the advancements, there are still several barriers that prevent women in Arab healthcare from moving forward. Their duties in the home and at work are frequently determined by gender norms and cultural expectations. For instance, women make up more than half of medical school graduates in Saudi Arabia, but they only account for roughly one-third of active doctors. Patriarchal systems and cultural hurdles still prevent women from achieving leadership positions.
According to a study on Saudi women’s experiences, external variables like gender conventions can obstruct advancement, but internal factors like education and experience are essential for leadership success. Furthermore, unfavorable views from male coworkers and occasionally even female peers can produce toxic work settings that sabotage women’s ambitions for leadership roles.
Overcoming Cultural Barriers
Women’s advancement in leadership positions in the healthcare industry is frequently impeded by cultural conventions and misconceptions. Because gender stereotypes are still widely held, many women encounter pushback when they try to exercise authority or seek leadership positions. Nevertheless, when more women overcome these obstacles, they question established conventions and open the path for upcoming generations.
Women are perceived as lacking the attributes required for effective leadership because cultural norms frequently dictate that leadership qualities are fundamentally masculine. This stereotype can take many different forms, such as presumptions about how dedicated women are to their work in comparison to men.
For example, women are often perceived as primary caretakers, which might raise questions about their commitment to leadership responsibilities and availability. In addition to undermining women’s self-esteem, these assumptions cause bias among decision-makers who might favor male applicants for positions of leadership.
The Impact of Policy Changes
The UAE and Saudi Arabia have been implementing supportive policies, opening the doors for women to be at the helm. Organizations geared toward empowering women in the healthcare sector have also helped the positive trend.
National policies such as Saudi Vision 2030 promote empowerment and involvement of females, especially in the healthcare field. These policies build a setting that promotes the more unbiased and fewer challenged ladies to lead and participate in sustainable development. Organizational diversity is tapped because such organizations implement gender-equitable practice in the workplace.
Conclusion
By taking on leadership roles and pushing for structural changes, women are revolutionizing Arab healthcare, especially in times of crisis. As demonstrated in Kuwait, where female leaders at Mubarak Al-Kabeer Hospital increased from 38% in 2008 to 73% in 2016, their presence in healthcare leadership has significantly increased.
This change is part of more regional government efforts at promoting women to the leadership levels, especially in the United Arab Emirates and Saudi Arabia. However, despite this, women face so many barriers, such as gender stereotypes and cultural issues, which raise questions about women’s commitment and leadership ability. Therefore, whereas women constitute the majority, patriarchal systems that continue to hinder their upward mobility make it even more challenging.
Therefore, initiatives such as Saudi Vision 2030 are intended to enhance the status of women in the workplace and empower them. More than opening doors for generations, more women conquering the challenges also make a healthcare system fairer. For this momentum to be maintained and for women’s contribution to healthcare to be rightly valued and recognized, efforts must continue to remove the cultural obstacles and put supportive legislation in place.
