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This feminist research explores how superstition is used by in‐law's family to subordinate women business‐owners in a highly patriarchal developing context. Whereas the exploration of gender subordination regarding women's entrepreneurship is almost exclusively confined to developed nations, little is known regarding the way women are subjugated in managing their small businesses in a patriarchal developing nation. This research generates data by conducting a case study on a woman's business in Bangladesh. This study yields unique insights by unfolding a specific form of superstition that attempts to restrain a woman from continuing her small business. The paper reveals that the male relative caused a severe adverse impact on the personal life and business of the woman by employing superstition. With particular reference to superstition, this feminist study substantially extends the theoretical understanding of gender subordination within the context of small businesses of women in a highly patriarchal developing nation. The research strongly suggests policymakers to consider familial issues of women business‐owners in designing programmes to empower them effectively. [ABSTRACT FROM AUTHOR]

With role models being seen as central for developing women as leaders, recent research has been critical of messages that contemporary elite businesswomen role models promote. But how do women actually relate to female business 'superstar' role models' messages? We argue that the implicit assumption that role models' effects may be understood through exploring exclusively the kind of messages they send is problematic. Through introducing active audience theory, specifically de Certeau's concepts of 'tactics' and 'strategy', to analyse interviews with women who read autobiographies of business celebrity role models, we identify three key tactics in which female role aspirants engage with role models' messages: tactics of confirmation, namely a selective adoption of intended messages; tactics of challenge, namely a contestation of messages; and tactics of change, through which unscripted meanings of collective consciousness and support for other women emerge. In doing so, the paper offers a novel way of theorising the influence of distant role models – as emerging from a process of co‐creation in the 'in‐between' space. We argue that theorising the role of models' influence as co‐creation allows us to systematically incorporate role aspirants' perceptions into the role‐modelling process and to further understand the unscripted and unforeseen effects of role models. [ABSTRACT FROM AUTHOR]

Objective: Gaps in gender‐based equity persist in academic otolaryngology. Here we present a needs‐based assessment of otolaryngology faculty and trainees regarding facilitators and barriers to professional satisfaction and career development in academic medicine. Methods: A qualitative study of otolaryngology faculty, trainees, and administrators who identify as women at an academic tertiary care center was performed from 2020 to 2021 using focus groups and semi‐structured interviews. Five confidential, virtual focus group sessions moderated by a third‐party executive coach were audio‐taped, transcribed, and reviewed for thematic content. Results: Of 48 women invited, 77% participated (18 faculty/administrative leaders, 10 residents/fellows, 4 audiologists). Participants noted direct patient care, support from colleagues who identify as women, and the transition to virtual meetings as facilitators of current professional satisfaction. Five themes emerged as barriers to workplace satisfaction and career development including (1) limited professional schedule flexibility, (2) competing commitments such as childcare exacerbated by pandemic, (3) lack of visible departmental leadership who identify as women, (4) perceived lack of organic sponsorship within subspecialty divisions, and (5) frequent identity‐associated microaggressions from patients and staff outside the department. Strategies identified for improving gender‐based equity included (1) promoting department‐wide awareness of workplace gender‐based differences, (2) implicit bias training within established programming such as grand rounds conferences, and (3) novel faculty programming such as leadership development training and formal junior faculty mentorship. Conclusion: Confidential needs‐based assessment of otolaryngology faculty and trainees identified both persistent gaps and strategies to enhance recruitment, support career development, and grow professional satisfaction of women within academic otolaryngology. Level of Evidence: 3. [ABSTRACT FROM AUTHOR]