How to plug the leaky pipeline in clinical rheumatology across Europe-lessons to be learned from experiences in business.

Sautner, Judith; Grabner, Isabella; Posch, Arthur; Duftner, Christina (2023). How to plug the leaky pipeline in clinical rheumatology across Europe-lessons to be learned from experiences in business. Rheumatology, 62(11), pp. 3538-3546. Oxford University Press 10.1093/rheumatology/kead090

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OBJECTIVES

While >50% of medical students and residents are women, their proportion drastically diminishes within higher ranks and leadership roles, known as the "leaky pipeline". We aimed to evaluate the leaky pipeline among rheumatologists across Europe and to assess determinants inducing rheumatologists to leave hospitals.

METHODS

Experts in the field of economics developed a questionnaire with scientific focus on the leaky pipeline among rheumatologists, which was distributed electronically by national scientific societies of EULAR countries and by individual contacts. We performed common factor analysis, univariate t-tests and multivariate regression analyses to appraise our dataset.

RESULTS

311 hospital-based rheumatologists from 23/45 EULAR countries (52.7% females, 47.3% males) answered the questionnaire. The presence of the leaky pipeline was evident for the entire sample. Of 64% female rheumatologists only 34.2% departments' directors were female, with noteworthy regional differences. Female doctors reported higher intentions to leave their hospital (β  =  0.28, p < 0.05) and lower commitment towards their current organization (β = -0.34, p < 0.05) when compared with males. Women reported lower levels of job satisfaction (β = -0.26, p< 0.10), promotion justice (β = -0.55, p< 0.01), and career perspectives (β = -0.26, p < 0.10, one-tailed) than men, explaining their lower organizational commitment.

CONCLUSION

Female rheumatologists perceive worse job opportunities and satisfaction than males. Many reasons for the leaky pipeline are beyond the control of organizations. By our results, organizations should be encouraged to reconsider and adjust their performance management practices enabling an equitable work environment.

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