This article was exclusively written for The European Sting by Ms. Sadia Khalid, a dedicated professional with an extensive academic background, holding an MBBS and an MD degree from Tallinn, Estonia. She is affiliated with the International Federation of Medical Students Associations (IFMSA), cordial partner of The Sting. The opinions expressed in this piece belong strictly to the writer and do not necessarily reflect IFMSA’s view on the topic, nor The European Sting’s one.
In the realm of global health, a perplexing paradox persists—the XX paradox—where women, who constitute the majority of health workers worldwide, are startlingly underrepresented in leadership roles within the sector. This incongruity demands deeper examination and concerted action to rectify the systemic barriers that impede women’s ascent to leadership positions commensurate with their presence and contributions in the field.
Across the globe, women dominate the health workforce, encompassing over 70% of health worker roles, with staggering figures of over 80% in nursing and over 90% in midwifery. Furthermore, they shoulder the lion’s share of unpaid care and domestic work, along with being primary decision-makers in health purchasing and usage. Despite being the backbone of health delivery to 5 billion people worldwide, women’s representation in leadership roles stagnates at a mere 25%. This glaring disparity underscores the urgency to dismantle the structural impediments hindering women’s advancement in health leadership.
The pipeline for female health professionals’ brims with talent and potential. In many countries, women constitute the majority of junior doctors, nurses, pharmacists, and dentists. However, leaks in this pipeline hinder their progression, with men often ascending to leadership roles while women find themselves stymied by proverbial glass ceilings at every career juncture. Additionally, reports reveal the existence of a “glass elevator” phenomenon, where men in nursing, despite being a minority, disproportionately ascend to senior roles, further exacerbating the gender imbalance in leadership.
The ramifications of gender inequity in health leadership extend far beyond mere representation. When women are empowered to assume leadership positions, their diverse perspectives and professional expertise enrich health systems and enhance health service delivery. Achieving gender parity in the health workforce, coupled with equitable career progression opportunities for women, not only fills vacancies and retains skilled female professionals but also lays a robust foundation for advancing global health objectives such as Universal Health Coverage.
Moreover, a gender-equitable health workforce yields broader societal benefits. It catalyses economic growth by creating new job opportunities within the health sector while fostering income and autonomy for women health workers, which in turn positively impacts their families and communities. By dismantling entrenched gender stereotypes and providing visible female role models in leadership, we challenge the notion of men as the default leaders and pave the way for a more inclusive and diverse leadership landscape.
Despite incremental progress in some quarters, the trajectory toward gender parity in global health leadership remains frustratingly stagnant. Recent analysis reveals that women still hold a paltry 25% of senior leadership roles in the sector. Moreover, the decline in the number of female ministers of health and women leading delegations to critical global health forums underscores the pervasive nature of the glass ceiling phenomenon.
While commendable efforts have been undertaken by major global health organizations to promote gender parity through initiatives like The Global Action Plan (GAP) for Healthy Lives and Well-being for All, substantial challenges persist. Although women now occupy 61% of senior roles within GAP agencies, only a fraction ascend to leadership positions. Furthermore, the glaring underrepresentation of women from low-income countries in leadership roles within these organizations highlights the intersectionality of gender and socioeconomic disparities.
Addressing the XX paradox demands multifaceted interventions at individual, institutional, and systemic levels. Initiatives aimed at eliminating implicit biases in recruitment and promotion processes, implementing mentorship programs, and fostering supportive work environments are imperative. Additionally, governments, NGOs, and international organizations must prioritize gender mainstreaming in policy formulation and resource allocation to dismantle structural barriers and foster an enabling environment for women’s leadership.
Governments have pledged to promote gender equality in decision-making through various global commitments, including the Sustainable Development Goals (SDGs) related to health, gender equality, and economic growth, alongside agreements like the Global Strategy on Human Resources for Health and the UN
at the national level remain lacking.
Instances from countries like Kenya, India, and Nigeria highlight the disparity between policy intentions and practical realities. In Kenya, despite constitutional mandates for gender representation, actual implementation falls short. Similarly, in India and Nigeria, legal entitlements such as maternity leave often remain elusive for women in private healthcare sectors due to inadequate enforcement. Even when women hold leadership positions, they may face challenges in accessing their entitlements, highlighting systemic biases.
Moreover, laws concerning gender-related issues such as sexual harassment and discrimination are often insufficiently enforced or contain loopholes. In some cases, women who speak out against harassment face repercussions, perpetuating a culture of silence and impunity.
At the national level, decisions regarding leadership roles in global health bodies, such as the World Health Assembly (WHA), are crucial. However, current trends suggest that achieving gender parity in such leadership positions may take over a century if not addressed urgently. This lack of representation at the national level perpetuates a bias towards male leadership in global health decision-making.
To address these challenges, stronger political support is needed to empower women to access leadership roles in both national and global health governance. Addressing systemic biases and dismantling barriers to women’s participation is essential to ensure fair representation and effective decision-making in global health. Without concerted efforts to tackle these issues, the status quo of male dominance in leadership positions will persist, hindering progress towards gender equality in health governance.
In conclusion, unravelling the XX paradox and achieving gender parity in global health leadership necessitates a concerted and sustained effort from all stakeholders. By harnessing the talents and contributions of women, we not only advance the cause of gender equality but also foster more resilient, inclusive, and effective health systems that benefit all. The time for action is now, as we endeavour to build a future where women stand shoulder to shoulder with men in shaping the trajectory of global health.
About the author
Sadia Khalid is a dedicated professional with an extensive academic background, holding an MBBS and an MD degree. She is an Early-stage Researcher (ESR), accomplished Medical Writer, and Research Engineer based at Tallinn University of Technology (TalTech) in Estonia.
Sadia’s research interests span a wide spectrum within the realm of medical sciences, including Molecular Medicine, Cell Biology, Infectious Diseases, Bacteriology, Hepatology, and Gastroenterology. Her work is underpinned by a strong belief in the mission of promoting public health, safety, and awareness.
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