This brief summarises a longer paper on women’s leadership in the health sector and draws together evidence from the global level, Zimbabwe, and Cambodia to illustrate some of the barriers and enablers of gender equity.

In many countries, more than 75% of people engaged and working in global health are women, but this proportion of women is not reflected at the top levels of leadership. Gender bias is apparent in personal, political, economic and public life. The health sector is no exception.

Despite championing the rights and empowerment of women and girls, the global health community has largely failed to promote women’s leadership within its own sector.

Limited evidence suggests that when women lead in global health, health outcomes are more equitable. As leaders, women usually take decisions that have a direct impact on women and children’s lives, affecting their health and well-being. What’s more, the impact of women’s leadership transcends health: a study found that women-led
villages in India were more likely to enable girls to thrive by investing in education and promoting a role outside the home.

Fundamental shifts are required within the family, community and health institutions to boost women’s leadership. Personal beliefs and attitudes must be transformed, and women supported through policies and practices relating to recruitment, supervision, training and child care. Governance – which underpins strong health systems – should
be looked at from a gender perspective so that bias is identified and addressed.

Key actions to advance women’s leadership

• Ensuring that leadership is gender-responsive and institutionalised throughout the health system in order to address gender discrimination. Everyone working within global health and the health sector, particularly those in leadership roles, should undergo gender training.
•  Creating an enabling environment by increasing the visibility of women’s leadership in global health. This entails holding events on women’s role in global health; recognising women’s leadership in global health; and actively recruiting female leaders at all levels. Strategies also include fostering leadership development; building women’s capacity; nurturing mentorship in the early and middle stages of a career; creating networking opportunities for women; and increasing flexibility for women and men in global health.
• Making a substantial and sustained investment in data. Disaggregating data to reflect sex and gender is key. More research is needed on the impact of women’s leadership on health system strengthening and health outcomes: this will help build an evidence-informed case for gender equity in health leadership.

This brief explores the ways in which gender affects progression and leadership in global health at many levels. It presents a new agenda for change aimed at strengthening health systems, and making them more equitable and responsive.

By Sarah Hyde and Kate Hawkins 

Download the pdf