In recent years, the conversation around diversity and inclusion within healthcare leadership has gained critical momentum. Emerging research now sheds light on previously underexplored dimensions of this discourse, particularly through the lens of intersectionality. The groundbreaking scoping review by Adesina, Joham, Hamad, and colleagues delves into the career trajectories and lived experiences of racially and ethnically minoritised women in healthcare leadership roles. Published in the International Journal for Equity in Health, this study offers a comprehensive and nuanced understanding of how intersecting identities shape professional pathways and barriers in a complex medical ecosystem.
The concept of intersectionality, originally coined to describe overlapping social identities and related systems of oppression, serves as the critical theoretical framework for this investigation. This approach moves beyond single-axis analyses of race or gender by recognizing the multiplicative effects of these identities combined with other social factors such as ethnicity, culture, and institutional power dynamics. In healthcare leadership, where decision-making considerably influences patient outcomes and organizational culture, examining such layers reveals the systemic challenges uniquely faced by these women and the resilient strategies they deploy.
One of the central revelations from this review is the persistent presence of structural barriers that racially and ethnically minoritised women encounter throughout their leadership journeys. These hurdles include, but are not limited to, implicit bias, stereotyping, limited access to mentorship, and exclusion from informal networks that typically pave the way to senior positions. The authors argue that these impediments operate not merely as isolated incidents but as interconnected patterns reinforced by longstanding institutional norms that marginalize diverse voices.
Further, the study highlights how microaggressions and subtle discriminatory practices erode the confidence and professional growth of these women, contributing to attrition and stalled advancement in leadership ranks. Despite often superior qualifications and commitment, many of these professionals find themselves navigating environments where their contributions are undervalued or questioned. This phenomenon illustrates the critical need for organizations to develop deeper awareness and targeted interventions to dismantle invisible barriers that sustain disparities.
The analysis also brings to light the cultural taxation phenomenon, wherein racially minoritised women disproportionately bear the responsibility of fostering inclusivity, mentoring other minority employees, and engaging in diversity initiatives without appropriate recognition or compensation. While these added responsibilities demonstrate their dedication to systemic change, they can simultaneously detract from career advancement opportunities by diverting focus from primary professional goals.
Importantly, the researchers emphasize the role of intersectionality in shaping not only barriers but also pathways of resilience and empowerment. The diverse lived experiences foster unique leadership styles that prioritize empathy, collaborative problem-solving, and nuanced understandings of health equity. These attributes contribute significantly to transforming healthcare organizations into more inclusive and responsive institutions, yet are frequently underappreciated in traditional metrics of success.
Mentorship and sponsorship emerge as pivotal elements that can counterbalance marginalization effects. However, the study underscores the scarcity of mentors who share similar intersecting identities, which limits the availability of relatable role models and complicates the transmission of tacit knowledge crucial for navigating complex organizational hierarchies. This gap accentuates the urgency for deliberate efforts to cultivate diverse leadership pipelines and tailored developmental programs.
Moreover, the review discusses how policy frameworks and organizational cultures either inhibit or facilitate the progress of racially and ethnically minoritised women leaders. Environments that actively promote equity, provide transparent criteria for advancement, and engage in continuous anti-racism training demonstrate more positive outcomes. Conversely, tokenistic approaches and superficial diversity policies fail to address root causes of inequity and often entrench dissatisfaction and turnover.
In terms of research methodology, the authors conducted an extensive literature review across multiple databases, synthesizing findings from qualitative and quantitative studies, empirical reports, and policy analyses. This comprehensive approach allowed for a broad yet detailed mapping of existing knowledge while identifying significant gaps for future investigation. The scoping nature of the review underscores the complexity of intersectionality and the need for multifaceted research designs to capture this phenomenon authentically.
The implications of these findings reach far beyond academia. For healthcare institutions grappling with workforce shortages, growing patient diversity, and escalating demands for culturally competent care, embracing intersectionality in leadership development is not merely an ethical imperative but a strategic one. Diversity in leadership has been repeatedly linked to improved innovation, decision-making quality, and organizational performance, aligning with broader public health goals.
Furthermore, societal shifts toward accountability and transparency in healthcare delivery reinforce calls for equity at all levels of leadership. Stakeholders including policymakers, accreditation bodies, and patient advocacy groups are increasingly scrutinizing how institutions address systemic racism and gender inequity. The research by Adesina and colleagues equips these stakeholders with critical insights to inform policy reforms, resource allocation, and monitoring frameworks.
The study also calls attention to the importance of intersectional data collection and analysis in health systems management. Without disaggregated data by race, ethnicity, and gender, it is challenging to identify disparities accurately or measure the effectiveness of interventions. Thus, investing in robust data infrastructures and fostering a culture of data-driven equity initiatives become foundational steps toward transformative change.
Critically, adopting an intersectional lens in healthcare leadership research dismantles monolithic narratives that homogenize the experiences of women or racially minoritised groups. It reveals the rich diversity within these populations, encompassing varied cultural backgrounds, migration histories, and personal identities, which collectively inform leadership approaches and priorities. Recognizing and valuing this heterogeneity enhances inclusivity and spurs innovation.
The researchers argue that achieving equity in healthcare leadership demands a paradigm shift, moving beyond compliance toward genuine empowerment and systemic change. This includes cultivating allyship, re-evaluating promotion criteria, implementing mentorship and sponsorship programs sensitive to intersectional needs, and fostering institutional accountability through regular equity audits and transparent reporting.
In conclusion, the scoping review on intersectionality in healthcare leadership by Adesina, Joham, Hamad, and their team constitutes a seminal contribution toward understanding the multifaceted career experiences of racially and ethnically minoritised women health professionals. Its findings illuminate the compounded barriers these leaders face while celebrating their unique contributions that enrich healthcare systems. As the global health landscape evolves, embedding intersectionality into leadership practices and policies emerges as a vital strategy to drive equity, excellence, and resilience sustainably.
Subject of Research: Intersectionality and the career experiences of racially and ethnically minoritised women in healthcare leadership.
Article Title: Intersectionality in healthcare leadership: a scoping review on the career experiences of racially and ethnically minoritised women health professionals.
Article References:
Adesina, I., Joham, A.E., Hamad, N. et al. Intersectionality in healthcare leadership: a scoping review on the career experiences of racially and ethnically minoritised women health professionals. Int J Equity Health 24, 245 (2025). https://doi.org/10.1186/s12939-025-02608-x
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