Empowering women in healthcare: The critical role of male allies in supporting leadership, resilience, and equality

Maria Antoniadou, Associate Professor, Department of Dentistry, NKUA

Leader-Edu: Center for Continuing Education in Healthcare Leadership

September 19, 2024

Women in healthcare face unique challenges that are often exacerbated by systemic biases and traditional gender roles. Despite being the majority in the healthcare workforce, women remain underrepresented in leadership roles, hindering their career growth and personal development. For women to thrive in such environments, active support from male colleagues and superiors is essential. This support must focus on areas such as mentorship, equal opportunities, workplace inclusivity, and compensation transparency. Systemic change in these areas is critical, as backed by extensive research across psychology, sociology, and management.

1. Recognition and equal opportunities

Despite women representing around 70% of the global health workforce, they occupy only about 25% of senior leadership positions (Begeny, Grossman, & Ryan, 2022). This significant underrepresentation is a result of systemic biases, including the pervasive "glass ceiling" that restricts women’s career advancement. The glass ceiling refers to the invisible barriers that prevent women from moving up the corporate ladder at the same pace as men, despite their qualifications and performance (Eagly, Wood, & Diekman, 2000). These biases manifest in hiring, promotion decisions, and workplace culture, often reinforcing traditional gender roles that limit women's access to leadership roles. In addition to the glass ceiling, women also face the "glass cliff" phenomenon. This concept describes the tendency for women to be promoted to leadership positions during times of crisis or organizational instability, where the likelihood of failure is much higher (Ryan & Haslam, 2005). These precarious roles place women in situations where their leadership is tested under more difficult circumstances than their male counterparts. Research by Ryan and Haslam (2007) found that women in these positions are more likely to be judged harshly if they fail, reinforcing gendered stereotypes that question their leadership abilities.

These dynamics not only hinder the progression of women but also contribute to perpetuating negative biases about their leadership capabilities. When women are disproportionately placed in risky leadership roles, their failures are often viewed as evidence of broader gender-based deficiencies rather than a reflection of the challenging circumstances they were assigned to manage (Haslam & Ryan, 2008). As a result, even highly qualified women face additional scrutiny and judgment compared to men in similar roles, making it harder for them to secure long-term leadership positions. The glass cliff further complicates women's professional journeys, as it reinforces a cycle where women are less likely to be entrusted with stable leadership opportunities in the future. This limits their ability to build the long-term leadership track records that men are often afforded, contributing to ongoing gender disparities in senior leadership roles (Begeny et al., 2020). These biases emphasize the need for organizational reforms that ensure women are given equal opportunities in leadership positions that are not disproportionately associated with crisis or failure. Male colleagues and superiors can then support systemic change by:

• Ensuring that women have equal access to leadership roles and opportunities without being disproportionately placed in high-risk positions (Ryan & Haslam, 2007).
• Providing consistent recognition for the contributions of women in their teams and addressing gender stereotyping (Heilman, 2012). Women are often expected to balance professionalism with warmth and empathy, leading to harsher evaluations compared to men in similar roles (Ellemers, 2018).
• Supporting gender-equality initiatives that actively work to dismantle structural biases. However, research shows that such initiatives can be overestimated in their effectiveness, particularly when leadership assumes that gender parity has already been achieved (Begeny et al, 2020).

2. Mentorship and sponsorship

Mentorship and sponsorship are critical components of career development, providing individuals with guidance, support, and advocacy that can open doors to high-stakes opportunities and leadership roles. However, research consistently shows that women face significant barriers in accessing these resources compared to their male counterparts. While men often benefit from well-established networks of mentors and sponsors who actively promote their advancement, women are frequently excluded from these crucial support systems (Glass & Cook, 2016).

One key challenge is the lack of access to sponsorship. Sponsorship differs from mentorship in that sponsors not only provide advice but also actively advocate for their protégés, recommending them for promotions, high-visibility assignments, and leadership roles. Studies show that women are significantly less likely to have sponsors than men, which reduces their visibility in leadership discussions and limits their opportunities for advancement (Ibarra, Carter, & Silva, 2010). Without sponsorship, women are often excluded from the informal networks where high-level decisions are made, perpetuating the cycle of underrepresentation in leadership roles (Ely, Ibarra, & Kolb, 2011). Moreover, the lack of access to sponsorship leads to fewer high-stakes opportunities for women, which are essential for demonstrating leadership potential. Men are more likely to be given stretch assignments—challenging projects that showcase their abilities and position them for promotions—whereas women are often overlooked for such opportunities (Carter & Silva, 2010). This disparity not only hinders women's career progression but also reinforces stereotypes about women's capabilities, as they are given fewer chances to prove themselves in leadership contexts (Eagly & Carli, 2007).

Additionally, mentorship relationships for women are often less effective compared to those of men. Research shows that women are more likely to be paired with female mentors, who may have less influence or fewer resources than their male counterparts (Ragins & Kram, 2007). While female mentors can offer valuable support, the lack of access to powerful sponsors who can push for career advancement remains a critical barrier (Ibarra, Carter, & Silva, 2010). This situation creates a mentorship gap, where women receive less impactful mentorship and fewer opportunities for career acceleration than men.

To address these disparities, organizations must actively promote formal mentorship and sponsorship programs that ensure women have access to influential sponsors and mentors who can support their leadership journeys. This includes training senior leaders, particularly men, to recognize and address the unconscious biases that may prevent them from sponsoring women and ensuring that women are considered for high-visibility opportunities at the same rate as their male colleagues (McKinsey & Company, 2020). By strengthening inclusive mentorship and sponsorship environments, organizations can help close the leadership gap and provide women with the tools and support necessary to advance in their careers.

Overall, in their analysis, Ely and Thomas (2020) from Harvard Business Review emphasize that mentorship is crucial for women’s career development, particularly in male-dominated fields such as healthcare, where leadership pathways are often structured to favor men. Mentorship provides women with access to the knowledge, networks, and support necessary for overcoming the barriers that often limit their career advancement. In healthcare, where leadership positions are disproportionately occupied by men, mentorship can help women navigate complex organizational dynamics, gain visibility in leadership discussions, and develop the skills needed to advance in their careers (Ely et al, 2011). Moreover, Ely and Thomas (2020) argue that mentorship for women should not only focus on providing guidance but also on advocating for them within the organization. Mentors who hold positions of power can play a significant role in ensuring women have access to key projects and leadership opportunities, which are essential for career progression. Research shows that women who receive mentorship and sponsorship are more likely to move into leadership roles and less likely to experience career stagnation compared to those who lack these relationships (Ibarra et al, 2010).

However, traditional mentorship structures often fail to address the unique challenges faced by women, such as unconscious biases and gender-based stereotypes. In male-dominated industries like healthcare, women are often left out of informal networks where high-level decisions are made, making it harder for them to access critical leadership opportunities (Ragins & Kram, 2007). Therefore, Ely and Thomas (2020) suggest that organizations must adopt a more structured and intentional approach to mentorship, ensuring that women are paired with mentors who can offer both strategic career advice and sponsorship.

Additionally, research highlights that mentorship for women should be multidimensional, involving not only career guidance but also support in addressing organizational culture and work-life balance challenges, which disproportionately affect women in healthcare (McKinsey & Company, 2020). So, organizations could create more equitable career advancement pathways and close the gender leadership gap by providing holistic mentorship that considers the unique obstacles women face. Male superiors and colleagues can address this by:

• Actively mentoring women to provide career guidance, helping them control challenges and biases.
• Serving as sponsors by supporting women in high-level discussions and recommending them for leadership positions (Ryan & Haslam, 2007). Effective sponsorship helps ensure that women are visible in important projects and receive the recognition they merit.

3. Creating inclusive and respectful work environments

Inclusivity in the workplace is not only a moral imperative but also essential for retaining and promoting the growth of women in healthcare. Despite ongoing efforts to enhance more inclusive work environments, gender-based discrimination and sexual harassment remain persistent and pervasive issues. These challenges are especially concerning in healthcare, where women comprise the majority of the workforce but continue to face systemic barriers that inhibit their career progression. According to a study published in JAMA Network Open, nearly one-third of women in healthcare reported experiencing some form of sexual harassment in the workplace (Begeny et al., 2022). This type of harassment creates hostile environments that undermine women's confidence, mental health, and overall well-being. Such negative experiences contribute to burnout and, in many cases, cause women to leave their positions or even exit the profession entirely. High turnover rates among women in healthcare, fueled by these factors, weaken the sector by reducing diversity in leadership and eroding trust within organizations (McLaughlin, Uggen, & Blackstone, 2017). Additionally, the psychological toll of sexual harassment and discrimination can limit women’s professional growth. Studies show that women working in hostile environments are less likely to seek out leadership roles or advocate for career advancement, fearing retaliation or further marginalization (Fitzgerald et al., 1997). This not only affects individual career trajectories but also perpetuates a cycle of underrepresentation for women in leadership, especially in male-dominated fields like healthcare (Cortina & Magley, 2003).

To create a truly inclusive workplace, healthcare organizations must take a proactive approach to addressing these issues. This includes not only implementing and enforcing strict anti-harassment policies but also providing regular, mandatory training that educates employees on unconscious bias, gender-based discrimination, and how to create supportive environments for all staff. Furthermore, leadership must commit to zero-tolerance policies on harassment and discrimination to ensure that all employees, particularly women, feel safe, respected, and empowered to pursue their career goals (Flood et al, 2021). A meta-analysis by Bezrukova et al. (2016) suggests that diversity training alone is insufficient to eliminate deep-seated biases. Thus, effective change requires continuous cultural shifts and robust policies.

In this part, male leaders and colleagues can contribute to a more inclusive environment by adopting proactive and sustained efforts that enhance gender equity and support women's professional growth.

First, strict enforcement of anti-harassment policies is essential. Male leaders must ensure that these policies are not just symbolic but actively practiced and reinforced throughout the organization. This includes creating clear reporting mechanisms for harassment and discrimination and ensuring swift, transparent action when violations occur. Leadership should prioritize building a workplace culture where inappropriate behavior is promptly addressed, and accountability is central. A strong, zero-tolerance policy not only protects women but also sets the standard for respectful interactions across all levels (Flood et al, 2021).

Ongoing unconscious bias training is another critical step toward inclusivity. Such training is essential for uncovering the subtle, often unconscious prejudices that shape workplace interactions and decision-making. Research shows that regular, continuous bias training is far more effective than one-time sessions in reducing implicit biases (Atewologun et al., 2018). Leaders must not only mandate this training but also participate themselves, setting an example of self-awareness and commitment to change. Moreover, integrating bias-awareness practices into daily work routines—such as during hiring, promotions, and team dynamics—can significantly reduce the perpetuation of stereotypes and create a more equitable environment.

Acknowledging women’s contributions is also crucial. Studies have repeatedly shown that women’s ideas, achievements, and input are often undervalued or overlooked in male-dominated settings. This phenomenon, sometimes referred to as "idea theft" or "the stolen idea syndrome," occurs when women’s suggestions are ignored or later credited to male colleagues. Male leaders can counter this by actively recognizing and amplifying women's voices in meetings and decision-making processes (Bowleg, 2017). They should ensure that women are given equal speaking time, their insights are validated, and their achievements are publicly celebrated. This not only helps in retaining women but also empowers them to take on more leadership roles, knowing their work is valued and visible.

Furthermore, creating equitable opportunities for women to take on high-visibility roles and projects is essential. Research has shown that men are often more likely to be chosen for high-stakes assignments that are critical for career advancement (Ibarra et al., 2010). Male leaders must be conscious of this imbalance and actively ensure that women are given equal access to these opportunities, which are vital for demonstrating leadership potential and securing promotions.

4. Work-life balance and flexibility

Achieving work-life balance presents a significant challenge for women in healthcare, particularly due to the additional caregiving responsibilities that disproportionately fall on them. Research consistently shows that women, especially those working in high-stress fields like healthcare, are more likely to take on primary caregiving duties for children, elderly family members, or other dependents. This dual burden of managing both professional obligations and personal caregiving creates an immense amount of pressure, making it harder for women to strike a balance between work and life (McKinsey & Company, 2020).? As a result, women in healthcare are significantly more likely than their male counterparts to report feelings of burnout. A 2019 study by Chandra and colleagues found that women experience higher rates of stress and exhaustion, largely due to the demands of juggling both professional and personal roles (Chandra et al., 2019). This imbalance not only affects their physical and mental health but also has long-term implications for career progression. Women struggling to manage caregiving responsibilities may feel compelled to reduce their working hours, turn down leadership opportunities, or even leave their jobs altogether, leading to reduced career advancement and professional development (Vandello et al., 2019). Moreover, the "second shift" phenomenon—where women are expected to manage household tasks and caregiving after completing their formal workday—further exacerbates their stress levels. Studies show that women spend significantly more time on unpaid domestic labor compared to men, even when both partners work full-time (Hochschild & Machung, 2012). This disproportionate caregiving burden creates additional mental strain and can lead to burnout, decreased job satisfaction, and an overall reduction in their ability to perform at work.

The compounded stress from these dual roles not only affects women’s well-being but also their long-term career prospects. The pressure to balance work and family responsibilities often discourages women from pursuing leadership roles, further entrenching the gender gap in healthcare leadership positions (Kirkham, 2021). Organizations that fail to provide adequate support for work-life balance risk losing valuable talent, as women may feel they have no choice but to sacrifice their careers for their caregiving duties.

To address these challenges, healthcare organizations must adopt policies that promote flexibility and support work-life balance. Flexible work arrangements, such as remote working options and flexible schedules, have been shown to help alleviate burnout by allowing women to better manage their dual roles (Williams & Dempsey, 2014). Additionally, promoting a workplace culture where caregiving responsibilities are equally shared between men and women can help reduce the disproportionate burden placed on women, enabling them to thrive both personally and professionally. Also, in this case, to promote work-life balance, male colleagues and superiors can:

• Support flexible work arrangements, including remote work options and flexible schedules, which have been shown to help mitigate burnout (Williams & Dempsey, 2014). Such policies should be available to both men and women to prevent stigmatization.
• Encourage equal responsibility for caregiving among male employees, thus reducing societal pressure on women to manage home and work life simultaneously (Meeussen et al, 2022). This shift helps normalize caregiving for men, balancing the burden between genders.
• Promote a culture where parental leave and flexible working arrangements are seen as standard for all employees, not just women. Studies show that leadership support for these policies helps integrate them effectively into workplace culture (Hackworth et al., 2018).

5. Fair pay and salary transparency

The gender pay gap remains a significant and persistent issue in healthcare, where women consistently earn less than their male counterparts, even when performing similar roles. This disparity is not limited to entry-level positions but extends across all levels, including highly specialized fields like medicine. A 2020 report by Health Affairs found that female physicians earn approximately 25% less than their male colleagues, despite accounting for variables such as specialty, years of experience, and hours worked (International Labour Organisation, 2022). These differences in pay contribute to a long-standing gender inequity in healthcare that impacts both individual careers and the overall industry. Several factors contribute to the gender pay gap in healthcare. One major issue is occupational segregation, where women are often clustered in lower-paying healthcare fields, such as pediatrics or family medicine, compared to men, who are more frequently found in higher-paying specialties like surgery or cardiology (Bates et al, 2016). However, even within the same specialties, women tend to earn less than men. For instance, a study published in JAMA revealed that female cardiologists earn significantly less than their male counterparts, with differences not fully explained by factors such as work hours or clinical productivity (Jena et al., 2016). Furthermore, implicit bias and gender-based discrimination play critical roles in perpetuating the wage gap. Studies suggest that women in healthcare are less likely to negotiate salaries aggressively, often due to concerns about being perceived as overly assertive or confrontational—traits that can be negatively associated with female professionals (Babcock & Laschever, 2009). As a result, women may settle for lower starting salaries and smaller pay rises over the course of their careers compared to men. These disparities accumulate over time, exacerbating the pay gap and significantly impacting women’s lifetime earnings.

The pay gap also has long-term consequences for women's financial security, particularly when it comes to retirement savings. Since women generally earn less over the course of their careers, they contribute smaller amounts to retirement plans, resulting in lower savings and pension benefits upon retirement (Institute for Women’s Policy Research, 2019). Given that women, on average, live longer than men, they face increased risks of outliving their savings, further compounding their financial insecurity in later years (AARP, 2021). This financial inequality not only affects individual women but also has broader implications for families and communities, where women often serve as primary caregivers or breadwinners. Additionally, the cumulative impact of lower pay, coupled with higher levels of burnout and caregiving responsibilities, often forces women to take time off from work or reduce their working hours, further reducing their earning potential and career growth opportunities (Williams & Dempsey, 2014). This "motherhood penalty" enforces the wage gap, as women who take career breaks or work part-time typically face slower salary growth and fewer promotional opportunities compared to men (Budig & England, 2001).

Conslusively, to address the gender pay gap in healthcare, it is crucial for healthcare organizations to implement pay transparency policies. Research shows that transparency in salary structures can help reduce pay disparities by holding organizations accountable and enabling employees to understand how their pay compares to industry standards (Bohnet, 2016). Additionally, establishing formal mentorship and sponsorship programs can provide women with the guidance and support they need to confidently address salary negotiations and promotion opportunities. These programs can help women better understand how to approach compensation discussions, highlight their accomplishments, and position themselves for career advancement. Having mentors and sponsors who actively promote their skills and achievements within the organization, will help women to access higher-paying roles and leadership positions, which ultimately will help narrow the gender pay gap over time. Male colleagues and superiors can then help address these disparities by:

• Promoting pay transparency to ensure that all employees have access to information about the organization’s salary structures and pay scales. Research shows that transparency can reduce gender-based pay gaps by holding organizations accountable (ILO, 2022).
• Supporting women in negotiating fair compensation packages by providing clear guidelines on pay ranges and helping them benchmark their salaries against industry standards.
• Ensuring that merit-based promotions and raises are truly free from gender bias. Research by Ryan & Haslam (2005) suggests that promotions are often influenced by implicit gender biases, which can prevent women from advancing even when they meet or exceed performance expectations.

Conclusion

For women in healthcare to succeed and advance in their careers, active support from male colleagues and superiors is essential. Persistent issues like gender bias, pay inequities, and limited access to mentorship continue to hinder women's professional growth. However, research shows that when male leaders champion gender equality and inclusivity, it creates a healthier, more productive work environment that benefits everyone. Achieving gender-balanced leadership is not only equitable but also vital for building stronger, more resilient healthcare organizations that can effectively meet the challenges of a rapidly changing industry. In the long run, actively supporting the leadership development and career progression of women in healthcare strengthens the healthcare sector as a whole. Gender equity at the leadership level brings diverse perspectives, leading to better decision-making, improved patient outcomes, and more robust healthcare systems.

Call to Action

To create a thriving, equitable healthcare environment, all stakeholders—male colleagues, superiors, HR departments, and organizational leaders—must take proactive steps in supporting the advancement of women in the healthcare industry. This includes fostering inclusive work cultures, promoting gender equity in leadership, ensuring pay transparency, and providing mentorship and sponsorship opportunities. By doing so, we can break down barriers, empower women to reach their full potential, and build stronger, more adaptable healthcare systems. Now is the time to invest in gender-balanced leadership, which will lead to better decision-making, improved patient care, and a more resilient healthcare sector for all. Let’s work together to make equality in healthcare leadership a reality.

Περ?ληψη του ?ρθρου

Οι γυνα?κε? στον τομ?α τη? υγειονομικ?? περ?θαλψη? αντιμετωπ?ζουν μοναδικ?? προκλ?σει?, κυρ?ω? λ?γω συστημικ?ν προκαταλ?ψεων και παραδοσιακ?ν ρ?λων φ?λου. Παρ?λο που αποτελο?ν την πλειον?τητα του εργατικο? δυναμικο?, υποεκπροσωπο?νται στι? ηγετικ?? θ?σει?, γεγον?? που εμποδ?ζει την επαγγελματικ? του? αν?πτυξη. Για να πετ?χουν οι γυνα?κε? στον τομ?α αυτ?, η ενεργ? υποστ?ριξη απ? ?νδρε? συναδ?λφου? και προ?σταμ?νου? ε?ναι απαρα?τητη, ιδια?τερα σε τομε?? ?πω? η καθοδ?γηση, η παροχ? ?σων ευκαιρι?ν, η εργασιακ? ?νταξη και η διαφ?νεια στι? αμοιβ??.

1. ?σε? ευκαιρ?ε? και αναγν?ριση: Οι γυνα?κε? συχν? υποεκπροσωπο?νται σε ηγετικ?? θ?σει? λ?γω του φαινομ?νου του "γυ?λινου ταβανιο?", που περιορ?ζει την αν?λιξ? του?. Επιπλ?ον, το φαιν?μενο του "γυ?λινου γκρεμο?" τι? τοποθετε? σε θ?σει? ηγεσ?α? κατ? τη δι?ρκεια κρ?σεων, αυξ?νοντα? την πιθαν?τητα αποτυχ?α? (Ryan & Haslam, 2005). Η αναγν?ριση και η υποστ?ριξη χωρ?? στερεοτυπικ?? προκαταλ?ψει? ε?ναι κρ?σιμε? για την εξ?λιξ? του?.
2. Καθοδ?γηση και χορηγ?α: Οι γυνα?κε? συχν? δυσκολε?ονται να αποκτ?σουν πρ?σβαση σε καθοδηγητ?? και "χορηγο??" που μπορο?ν να τι? υποστηρ?ξουν στην επαγγελματικ? του? αν?λιξη (Ibarra et al., 2010). Η καθοδ?γηση πρ?πει να ε?ναι πολυδι?στατη, παρ?χοντα? ?χι μ?νο επαγγελματικ?? συμβουλ??, αλλ? και υποστ?ριξη για την αντιμετ?πιση προκλ?σεων ?πω? η ισορροπ?α εργασ?α?-ζω?? (McKinsey & Company, 2020).
3. Συμπεριληπτικ? και ασφαλ? εργασιακ? περιβ?λλοντα: Η ?λλειψη συμπεριληπτικ?ν πολιτικ?ν και η σεξουαλικ? παρεν?χληση παραμ?νουν προβλ?ματα στον τομ?α τη? υγε?α?. Για να δημιουργηθο?ν πραγματικ? συμπεριληπτικ? εργασιακ? περιβ?λλοντα, οι οργανισμο? πρ?πει να εφαρμ?ζουν αυστηρ?? πολιτικ?? κατ? τη? παρεν?χληση? και να παρ?χουν τακτικ? εκπα?δευση για την αντιμετ?πιση προκαταλ?ψεων (Flood et al., 2021).
4. Ισορροπ?α εργασ?α?-ζω??: Οι γυνα?κε? συχν? επωμ?ζονται δυσαν?λογε? ευθ?νε? φροντ?δα?, γεγον?? που οδηγε? σε υψηλ?τερα επ?πεδα εξουθ?νωση? (Chandra et al., 2019). Οι οργανισμο? πρ?πει να προωθο?ν ευ?λικτα ωρ?ρια και πολιτικ?? ισ?τιμη? κατανομ?? των ευθυν?ν φροντ?δα? μεταξ? των δ?ο φ?λων.
5. Δ?καιε? αμοιβ?? και διαφ?νεια στου? μισθο??: Το μισθολογικ? χ?σμα παραμ?νει σημαντικ? ζ?τημα στον τομ?α τη? υγε?α?, με τι? γυνα?κε? να αμε?βονται σημαντικ? λιγ?τερο απ? του? ?νδρε? συναδ?λφου? του?, ακ?μη και σε παρ?μοιε? θ?σει?. Η διαφ?νεια στου? μισθο?? μπορε? να βοηθ?σει στη με?ωση αυτ?ν των ανισοτ?των (International Labour Organisation, 2022).

Συμπ?ρασμα: Η υποστ?ριξη των γυναικ?ν στον τομ?α τη? υγειονομικ?? περ?θαλψη? ε?ναι απαρα?τητη για την επ?τευξη ισ?τητα? και την εν?σχυση του τομ?α συνολικ?. Με την προ?θηση τη? ισ?τητα? στι? ηγετικ?? θ?σει? και την εξ?λειψη των συστημικ?ν προκαταλ?ψεων, οι οργανισμο? θα ε?ναι καλ?τερα προετοιμασμ?νοι να ανταποκριθο?ν στι? προκλ?σει? του κλ?δου.

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Resilience: A Comprehensive Program for Professional Women in Healthcare ????Why a program for Women Healthcare Professionals? We further announce our new 3-month English program, Resilience: A Comprehensive Program for Professional Women in Healthcare, starting online October 10, 2024. Women healthcare professionals face unique challenges in their careers, family life, and societal expectations. They are often required to balance multiple and sometimes conflicting roles. This program provides the tools and support needed to build resilience, which is crucial for professional growth, managing workplace stress, and achieving a work-life balance. Special Offer The program also runs only for this circle with a 50% discount. Additionally, if more than three employees from your organization attend, you will receive an extra discount, which can be discussed further to suit your needs.

Information: https://www.leader-edu.cce.uoa.gr/resilience-a-comprehensive-program-for-professional-women-in-healthcare/

Enroll Now: https://cce.uoa.gr/courses-detailed/3ac58e12-9360-470e-a1cd-8f5a7dad06dc

For more information about both leadership programs of our team, please visit our website. https://www.leader-edu.cce.uoa.gr/

You may ask for our newsletter here: https://forms.gle/4VxTe8XS5vjaKZ1v7

We would be honored to have the women employees of your team participate in this exceptional leadership experience. If you have any questions or need more details, please do not hesitate to contact us. This program is conducted exclusively in English.

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