by large medical centers and groups and away from privately-owned practices may be no coincidence. This shift has greatly reduced autonomy and flexibility, and has added demands from hospital administrators, worry over patient satisfaction ratings, productivity and documentation. Added to family obligations, these factors contribute to burnout.
To be sure, female physicians have made great strides in the last several decades in terms of advancement and inclusion. Having the option to work part time could be considered a luxury, as many women and men do not have the option financially to work part time. But neglecting the advancement of female physicians is sure to have rippling effects for patients if not addressed. The future of medicine, and the futures of female physicians, relies on taking steps to change the trend.
One of the obvious first steps is a federal paid family and medical leave policy, which has been shown to for women and children. For female physicians, who are most often employees, change must come from employers. Despite the huge monetary costs to health care systems when physicians leave or reduce their hours, most institutions have not been quick to make changes that are likely to help retain female physicians.