Barriers to Female Advancement in Health Sciences Education: A Qualitative Study Examining the Effect of Culture and Values on Leader Selection

Leadership in the 21st century has been broadly defined as a process of influence toward achieving shared goals. However, despite research affirming the leadership capabilities of both men and women, persistent gender disparities in executive leadership remain across sectors, particularly within academic health professions education. This qualitative phenomenological study explored the lived experiences of women in executive leadership roles at graduate health sciences centers in Texas. The purpose was to understand the barriers to advancement, the role of organizational culture and values, and the environmental and individual factors influencing leadership trajectories. Prior studies have identified that women often ascend to midlevel leadership but face significant challenges in progressing beyond, a phenomenon rooted in traditional male leadership norms and cultural expectations. Female leaders frequently encounter stereotypes, implicit bias, and institutional resistance that limit equitable access to leadership opportunities. Despite comprising a majority of the workforce in health professions education, women remain underrepresented in senior academic leadership, with only 17% holding dean positions and fewer advancing to provost or president roles. The study fills gaps in understanding how organizational culture, shaped by values and gendered expectations, affects women’s leadership advancement. Findings from this research have implications for promoting inclusive leadership structures and dismantling cultural barriers that hinder gender equity in academic healthcare institutions. Through narrative inquiry, the study highlights the critical need for cultural transformation and the establishment of supportive environments that recognize and value female leadership contributions. Keywords: female leadership, organizational culture, academic health professions, gender equity, executive leadership