Bormann, Misun L.

Objective: To gain firsthand accounts from female physician leaders in academic medicine to better understand the challenges and success factors they have encountered in order to provide insights to early-career female physicians and inform organizations about the challenges faced by female physicians to build better systems and processes to support them in achieving more satisfying and fulfilling careers within an academic setting. Method: This qualitative research study is based on interviews with female physician leaders. Participants were selected based on their scores in multi-rater leadership assessments taken within the past three years, all ranking in the top 30% across four capabilities: Inspiring Values, Engaging Colleagues, Bold and Forward Thinking, and Driving Results. Coding and thematic analysis were used to categorize the challenges and success factors. Results: Data analysis revealed challenges experienced by these female physician leaders, including gender bias, time constraints, family responsibilities, change and innovation, self-doubt, and exclusion from networking. The strategies identified for navigating these challenges and achieving high performance included support from family and colleagues, building relationships and networking, maintaining a positive attitude, making powerful choices, seizing opportunities, finding value, meaning, and purpose, continuous learning, strategic planning, and gaining recognition. Conclusion: Challenges for female leaders in academic medicine are prevalent and evolve alongside changes in health care. Success factors can be generated at an individual level, such as attitudes, making powerful choices, and networking. However, societal and organizational support, including assistance with family responsibilities and providing opportunities, feedback, and mentorship, has also been identified as crucial.

Research methodology The information used in the case study was obtained from secondary sources, such as internal documents, reports, news, and organization websites. Three of the four authors played a hands-on role in the case. Case overview/synopsis The COVID-19 pandemic exacerbated the global challenge of hiring and retaining health-care workers. To address its own challenges, Mayo Clinic decided to fundamentally transform its 30-year-old tuition assistance program: from a model centered on the premise that tuition assistance was an employee benefit for professional development purposes, to one that was more driven to meet the business needs of the employer by preparing internal talent for important roles throughout the institution. Herein, this case study first describes how the COVID-19 pandemic impacted health-care organizations like Mayo Clinic. Next, this study provides details on the original employee tuition assistance program, and then, focuses on the reasons for its need to be changed. Afterward, this study introduces the new tuition assistance programs. Finally, this study follows with examples of how both Mayo Clinic and its employees navigated through initial challenges, such as resistance to change and lack of engagement. In sum, this case study provides critical insight into designing workforce education programs that provide professional development for meeting the workforce needs of the organization. Complexity academic level This case can be used as teaching material in relevant undergraduate- and MBA-level courses, such as human resource management, human resource development and compensation and benefits. This case allows students to critically analyze workforce education programs (e.g. tuition assistance programs) and to plan how to strategically align those with the workforce needs of the organization.