Gynecologic oncology reports · 2026
Leading the way: A national mixed-methods survey of race, ethnicity, and gender among gynecologic oncology leaders at ACGME-accredited fellowship programs.
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Velasquez Jessica, Gellman Caroline, Wetzler Sara, Saleh Mona, Wang Kelly, Blank Stephanie V
Аннотация
OBJECTIVE: To describe self-reported demographics of gynecologic oncology leaders at U.S. institutions with an ACGME-accredited fellowship program, examine opinions regarding diversity and inclusion and perceived barriers to increased representation, and explore leaders' identity-related experiences.
METHODS: A cross-sectional mixed-methods survey was distributed to gynecologic oncology leaders at NCI-designated cancer centers and institutions with fellowship programs. Associations between gender, race, and ethnicity, and survey responses were explored. Qualitative responses were analyzed using thematic analysis.
RESULTS: Fifty-five leaders responded (45% response rate), and 52.7% identified as female. Gender differed by family structure, with male leaders more likely to report three or more children and female leaders two or fewer (p = 0.045). 70.9% (n = 39) identified as White, 14.5% (n = 8) Asian, 7.3% (n = 4) Black, and 5.5% (n = 3) Hispanic. In exploratory analyses, years of medical practice prior to attaining a leadership position differed by race, with Black leaders reporting a median of 16.3 years [IQR 13.0, 20.3], White leaders 11.0 years [IQR 7.0, 17.0], Asian leaders 6.0 years [IQR 4.0, 7.0], and multiracial/other leaders 10.0 years [IQR 3.0, 10.0] (p = 0.04). Given the small subset of leaders, this finding is exploratory. Thematic analysis identified three major themes including the importance of investing in the leadership pathway; systemic and structural barriers to diversity; and determining the role that diversity should play in leadership positions.
CONCLUSIONS: Racial and ethnic diversity among surveyed leaders was limited. Qualitative findings highlighted perceived systemic and structural barriers to leadership advancement. Systemic, institutional, and departmental efforts focused on early mentorship, leadership development, recognition, and work-life integration may support more equitable leadership pathways within gynecologic oncology.
METHODS: A cross-sectional mixed-methods survey was distributed to gynecologic oncology leaders at NCI-designated cancer centers and institutions with fellowship programs. Associations between gender, race, and ethnicity, and survey responses were explored. Qualitative responses were analyzed using thematic analysis.
RESULTS: Fifty-five leaders responded (45% response rate), and 52.7% identified as female. Gender differed by family structure, with male leaders more likely to report three or more children and female leaders two or fewer (p = 0.045). 70.9% (n = 39) identified as White, 14.5% (n = 8) Asian, 7.3% (n = 4) Black, and 5.5% (n = 3) Hispanic. In exploratory analyses, years of medical practice prior to attaining a leadership position differed by race, with Black leaders reporting a median of 16.3 years [IQR 13.0, 20.3], White leaders 11.0 years [IQR 7.0, 17.0], Asian leaders 6.0 years [IQR 4.0, 7.0], and multiracial/other leaders 10.0 years [IQR 3.0, 10.0] (p = 0.04). Given the small subset of leaders, this finding is exploratory. Thematic analysis identified three major themes including the importance of investing in the leadership pathway; systemic and structural barriers to diversity; and determining the role that diversity should play in leadership positions.
CONCLUSIONS: Racial and ethnic diversity among surveyed leaders was limited. Qualitative findings highlighted perceived systemic and structural barriers to leadership advancement. Systemic, institutional, and departmental efforts focused on early mentorship, leadership development, recognition, and work-life integration may support more equitable leadership pathways within gynecologic oncology.