Promoting Women’s Leadership in Eye Health in Bangladesh

Consider what it would be like to walk into an eye clinic in rural Bangladesh, where preventable blindness is still a harsh reality, and be treated and served by a woman. It is not just a dream about gender equity; it is a solution to a very deep-seated problem in Bangladesh. Nevertheless, women running projects for better eye health outcomes remain an anomaly within the country’s eye health sector. Despite their vital contributions to eye health care, women remain woefully underrepresented in senior roles in the field. This disparity affects who receives care, how services are delivered, and whether gender-specific barriers in eye health are adequately addressed.

The representation of women among ophthalmologists is less than 20 percent, and an even smaller proportion occupies senior roles in health facilities, academic centres, and national committees. Beyond workplace injustice, these inequities merge with broader societal stresses. Women in Bangladesh invest three times more unpaid service within households and caregiving compared to their male counterparts. The practice of ophthalmology requires commitment, with working hours extending beyond evening surgical schedules, regular traveling demands within outreach assignments, and high levels of accountability. These challenges emerge as serious impediments once juxtaposed with home obligations. The classic career structure within the profession demands complete availability, unbroken progress, and an extraordinary mobility commitment. These criteria are more suited and differentiated within traditional masculine frameworks as opposed to reflecting women's realities.

The implications associated with this gender gap are more significant and impact patients. In Bangladesh, women have a 1.3 times higher chance of being blind or visually impaired compared with men. Barriers associated with receiving these services include limited mobility, dependence on male relatives, household chores, and limited participation in any medical decisions. The role and impact of women leaders on these problems remain highly significant. Women leaders develop initiatives for community-based screening, address counselling sessions for women patients, and conceptualize ways to address homebound and older women. Women leaders improve trust among patients, increase service utilization, and increase equity among services.

Addressing gender disparities in eye health is not simply a matter of fairness; it is a strategic imperative. Orbis International has emerged as a catalyst in the field, promoting women’s leadership across multiple levels. Its initiatives include women-led vision centers, targeted capacity-building programs, mentorship opportunities, and advocacy for gender-responsive workplace policies. These interventions dismantle cultural and financial barriers, empower female professionals, and ensure equitable patient care.

The women-led vision centers offer women and girls easy access to eye care services, including in rural settings where societal values might deprive women and girls of seeing male specialists. The centers are operational and manned and administered by highly trained women specialists who act as safety and service centers for women patients. Targeted fellowships, mentorship, and remote learning empower women to become not only clinicians, but confident decision-makers and managers. Specialized programs include eye care services offered specifically to women who work in ready-made garment industries and tea gardens, emphasizing the importance of women’s empowerment and vision. Collaborations with other institutional bodies demonstrate collective efforts toward bringing about change.

Internationally, there is evidence that diversity at the leadership level contributes to improvements within healthcare. Female leaders will be more inclined towards gender-responsive service provision and shared decision making. Bangladesh requires an emphasis on women leaders as a solution for women having higher rates of visual impairment and as an imperative for equity. Ensuring that more women hold positions at senior and board levels will allow for consideration within policy, budgeting, and service provisions based on the demographic they serve.

Progress also needs more than recognition and requires changes at a structural level. Open and gender-equitable procedures for promotions that reward and value teaching, service, and listening skills, as well as scholarly and surgical skills, are necessary. Services like child care, flexible scheduling, fair parenting leave, and career return opportunities diminish obstacles. Mentorship and sponsorship programs connect early-career women with established leaders, while male allies use institutional influence to nominate women and dismantle biases embedded in selection processes. Recognition of women’s accomplishments with recognition awards and press and outreach efforts encourage young women with visions and make women leaders more normal.

However, several challenges have still existed. With an increasingly large number of women studying medicine, currently 45 percent in medical colleges in Bangladesh, an inadequate number have so far entered surgery and senior administrative positions. Moreover, there also continues an imbalance regarding remuneration. Women receive an average 21 percent lower income compared with male specialists and thus cannot, at least not on their own, sponsor learning and attending meetings. Studies have shown that women remain significantly below 10-15% on active administrative committees of national society ophthalmology and optometry.

To bring about change, there needs to be a multi-faceted strategy. Organized leadership courses, fellowships, and women-specific workshops would help cultivate these qualities among women ophthalmologists, optometrists, and vision center managers. Having gender-representative boards and committees would make sure these women have a voice at the decision-making tables. Advocacy campaigns should reach out to society and professional associations so that they can break down stereotypes and societal conventions about diversity and leadership. Joint efforts on the part of government and non-government organizations might lead to formulating strategies at the national level for promoting women's leadership.

Both monitoring and accountability are also very important. By setting specific and measurable goals with regards to women’s representation in leadership positions and making these reports public helps institutions assess the efficacy of implemented efforts. It can be very useful to track statistics regarding service delivery, patient outcomes, and labour progress. The ripple effects associated with women empowerment within eye health are immense. As a result of representation within leadership, services are rendered more widely and with consideration for equality. Women in leadership positions can engage with people from diverse cultures and advocate on behalf of these communities. They can address various needs within these communities and incorporate these needs within programme planning. Within rural communities, women in leadership positions can make vision centers safety zones for patients. The social benefits associated with women empowerment within eye health cannot be overlooked.

The current state of eye health services in Bangladesh is at a crossroads. The low representation of women among leaders and innovators in eye health is not a question of competence but an issue that can be remedied. By adopting equity for women and working on capacity-building efforts and environments that are supportive and conducive, Bangladesh holds the secret to leveraging its greatest resource.

It has become imperative to promote women leadership. It will no longer be an afterthought. The intersection of gender equity, quality care, and service delivery makes it an imperative within the country’s eye health sector. By emphasizing and working on better mentoring, and transparency within workplaces and communities, Bangladesh has a chance at developing a diverse and dedicated healthcare sector that represents and embodies its people. Not only will it improve healthcare but it will also make sure all patients receive their due vision and dignity, based on no gender. It’s time for action. Through committed action, it is possible for institutions, governments, and practitioners to turn the tide and change the terrain of eye healthcare in Bangladesh. Women leaders are ready, patients are ready to receive benefits, and the sector is ready for change. Unlocking women leaders’ full potential will enable Bangladesh to set an agenda towards a more equal, efficient, and strong eye healthcare system and will set a precedent for South Asia and beyond.

 
Mahsina Afroz is the MEL
Manager, Afroja Yesmin is
Project Manager, Dr Lutful
Husain is Director and Dr Munir
Ahmed is Country Director of Orbis International Bangladesh.