Geographic Mobility Advances Careers

Marsha Renee McLean · Page S. Morahan · Sharon A. Dannels · Sharon A. McDade

29 citations0/0 files storedAcademic Medicine

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Diversity and Career in Medicine Gender Diversity and Inequality Mentoring and Academic Development

Abstract

PURPOSE: To explore whether geographic mobility is associated with career advancement of women in U.S. medical schools who are entering mid- to executive-level positions. METHOD: Using an existing dataset of 351 participants in academic medicine who attended the Executive Leadership in Academic Medicine (ELAM) Program for Women (1996-2005) (adjusted to 345 participants in some analyses because data on initial faculty rank were missing), the authors conducted a quantitative study in 2009 to determine whether geographic mobility was associated with administrative promotion for those who relocated geographically (from employer while attending ELAM to employer at last job of record). RESULTS: Twenty-four percent of women (83/345) relocated geographically (movers) after attending ELAM. Moving had a positive association with career advancement (P = .001); odds for promotion were 168% higher for movers than for stayers [odds ratio Exp(β) = 2.684]. Movers attained higher administrative positions (P = .003), and more movers (60%) were promoted at the most recent job compared with stayers (40%) (P = .0001). Few movers changed city size; 70% already resided in large or urban cities where most medical schools are located. Age was not a barrier to mobility. Career advancement was not related to research reputation (National Institutes of Health grant award ranking) of participants' schools (either at time of attending ELAM or post-ELAM). CONCLUSIONS: Similar to findings outside academic medicine, 24% of women classified as geographic "movers" among midcareer faculty in medical schools attained career advantages. Psychosocial and socioeconomic factors underlying women's relocation decisions require additional study.

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2001WHY PEOPLE STAY: USING JOB EMBEDDEDNESS TO PREDICT VOLUNTARY TURNOVER.2000Theories of Gender in Organizations: A New Approach to Organizational Analysis and Change11We are grateful to Lotte Bailyn and our colleagues affiliated with the Center for Gender in Organizations, Simmons Graduate School of Management – Gill Coleman, Joyce Fletcher, Deborah Kolb, Deborah Merrill-Sands, Rhona Rapoport, and Bridgette Sheridan – for their contributions to these ideas and for their foundational research, on which this paper builds. We also appreciate the feedback we received on an earlier draft from members of the FSC Research Group, Elaine Backman, Herminia Ibarra, Maureen Scully, and Kathleen Valley. We thank Joanne Martin and Barbara Reskin for their comments, which helped in our conceptual framing of the paper. Finally, we thank Bob Sutton and Barry Staw for their helpful suggestions. This research was funded in part by the Ford Foundation.2002Increasing Womenʼs Leadership in Academic Medicine 2005Generation X: Implications for Faculty Recruitment and Development in Academic Health Centers 2004Compensation and Advancement of Women in Academic Medicine: Is There Equity?2010The Social Mission of Medical Education: Ranking the Schools 2005Linking values and organizational commitment: A correlational and experimental investigation in two organizations 2008Evaluating a Leadership Program: A Comparative, Longitudinal Study to Assess the Impact of the Executive Leadership in Academic Medicine (ELAM) Program for Women

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2020Peer Mentoring for Professional and Personal Growth in Academic Medicine

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