Gender and healthcare leadership: Addressing critical knowledge gaps by explicitly considering the gendered concept of care.

This scoping review of gender and healthcare leadership synthesized the barriers and facilitators at multiple levels employing a framework that integrates a specific focus on the concept of care. The 71 sources identified focus predominantly on barriers to women's leadership at the individual and team level and, to a lesser extent, at the organizational and system level. Facilitators tend to be presented as recommended actions than evaluated interventions. Healthcare leadership tends to ignore the gendered context of care elevating leaders who are least likely to provide such care. Where personal caregiving circumstances are considered, they are individualized, reflecting the literature in general. More critical analysis is needed to focus on women's experiences and how their gender can predetermine their success in achieving and being in leadership positions. Healthcare leadership researchers are encouraged to include gender and care-focused analyses and interventions to address the under-representation of women in healthcare leadership.

Leading practices for men to support women's health leadership: A toolkit of resources to initiate change.

Men have a critically important role to play in supporting women from different backgrounds to move into leadership roles. Indeed, it is necessary work for those in positions of privilege to challenge processes that result in inequitable gender outcomes in health leadership. We present the resources that have been compiled into a toolkit for men to support more inclusive health leadership and transformative systemic change. A three-step process was undertaken to search, select, and curate leading evidence-informed practices. Three key clusters of resources in the toolkit address why men's actions are necessary, what leading actions entail, and the importance of mentorship and sponsorship. Change will require more than shaping the individual attitudes and behaviours of men in leadership positions. Attention to gender and other forms of inequity need to be embedded into the structures, processes and outcomes of teams, organizations, and systems and evaluated for process.