Closing the Gender Gap in Medicine: 5 Ways to Support Women Physicians

While the data and perspectives shared in this blog focus on women physicians, we recognize that all women health care professionals experience the gender gap. The strategies outlined at the end of the blog apply to all health care professionals, not just physicians. 

Having more women physicians in medicine isn’t just a matter of equity—it’s important for patient outcomes. Research shows that women physicians are more likely to provide preventative care, adhere to clinical guidelines, and provide educational counseling to their patients compared to male physician counterparts. They also achieve lower mortality, readmission, and complication rates—and a landmark BMJ study estimated that if all patients were cared for by women physicians, 32,000 lives could be saved each year.

We are all in this work together regardless of gender, and these data show us that it is important to support a thriving female workforce in medicine.

Despite these outcomes, women physicians continue to experience higher rates of burnout—marked by emotional exhaustion, depersonalization (feeling detached), and low sense of personal accomplishment. Generally, women receive more electronic messages from patients, less mentorship, and lower lifetime pay—and this takes a toll. When women leave medicine altogether, it happens, on average, after only six years in practice.

Even though women now make up more than half of new physicians entering the workforce each year, they still hold far fewer titled leadership positions—only 27% of medical school deans, 34% of division chiefs, and 45% of senior associate deans, according to data published by the AAMC.

So, what’s behind this gap? Many assume it’s a matter of “choice”—that women physicians prefer to focus on family over leadership. Research and our lived experience as established physician leaders tell a different story. This is not a “choice”, but rather the result of systemic and societally driven gender norms that are deeply entrenched in both the professional and domestic arenas. Many women physicians juggle a “third shift” after their clinical work (after performing double or triple professional duties—managing meal preparation, navigating children’s activities, and home-based chores—even in dual-physician households).

Socialized gender norms permeate the workplace. For example, women physicians may be mistaken for nurses, reprimanded for using direct communication styles, or perceived as being less capable than male counterparts. These everyday biases limit opportunities and reinforce disparities in leadership. This is something that must be talked about, worked on and improved.

Allyship is essential to changing workplace culture. One in three women physicians in academic medicine report gender-based harassment, necessitating systems-based changes for safety and inclusivity. Silence perpetuates harm; allyship means speaking up and stepping in. This means turning silent bystanders into upstanders, which requires critical work, including training employees about techniques to actively intervene when seeing bullying or harassment. Anti-bullying policies need to be established to impact systematic changes.

Here are some ways all health care professionals and leaders can help close the gender gap—starting now.

While large-scale system change is essential, every individual action matters. Cumulatively, small shifts in behavior and culture can build momentum that supports women in leadership and transforms workplace norms. Below are concrete, evidence-based skills you can start using today.

When a woman is in the room, intentionally create space for her input. If only one woman is at the table, her voice can be overlooked; two women can amplify each other. Men can do this too; listen for a woman’s idea and elevate it:

“I want to go back to what Jan said for a second. She made a really important point.”

Before meetings, ask women what points they plan to raise and how you can support them. According to Gender Equity Now (GEN), unstructured discussions tend to favor men’s voices. Structured turn-taking, pre-circulated agendas, and role assignments help balance participation.

Nominate women for awards, projects, committees, and leadership roles that align with their goals. Create visible “shadowing” opportunities so leadership feels attainable. Leadership stereotypes still skew masculine, disadvantaging women who display similar qualities. Increasing women’s visibility helps shift these outdated perceptions.

Women can build a “leadership portfolio” of diverse roles—committee chair, project lead, mentor—to signal readiness for formal positions. Public sponsorship, especially from male allies, is a powerful way to shift perception and visibility and remains one of the most powerful tools for advancing women.

“I’m recommending Dr. Jones. She has strong outcomes, meets deadlines, and drives innovation.”

And, encourage women to advocate for themselves by negotiating for a higher salary. (This also requires system-level change, which we address later.)

Don’t be a silent bystander to sexism or harassment toward women in the workplace. Train employees to be upstanders with bystander-intervention training and create clear anti-bullying and anti-harassment policies. (Bias and exclusion are sustained by systems of evaluation, communication, and access.)

In team discussions, ask: “Who hasn’t spoken yet?” or “Whose perspective haven’t we heard?” Inclusion must be intentional.

When accepting leadership or panel roles, ask, “Who else is on the panel?” or “Whose voices are missing?” Recommend qualified women or other underrepresented colleagues. If diversity is lacking, suggest a qualified woman or underrepresented colleague.

Mentor or sponsor women colleagues, especially behind the scenes. Engage in “reverse mentoring” with younger women physicians to learn about barriers and perspectives. Reflect on your network: How many women are on your team or in your circle of informal influence?

Lasting progress happens when organizations treat gender equity as a business priority. Encourage your organization to:

• Identify gender-balanced candidate shortlists for leadership roles and promotions.
• Track and publish metrics on leadership representation, pay gaps, attrition, and administrative load.
• Normalize flexible scheduling with equitable parental leave, job-shares, and recognition of “third shift” labor.
• Conduct equity audits to identify gender-biased evaluation criteria and set measurable goals.

Supporting women in medicine isn’t just about fairness; it’s about improving care for patients and strengthening the field. Every health care professional, regardless of gender, has a role to play in fostering equity, belonging, inclusivity, and opportunity.

Together, we can build a culture where leadership reflects the diversity and excellence of those who provide care every day.