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The challenge of addressing gender inequality was highlighted in the 2016 Trainee Focus of Emergency Medicine Australasia. Despite increasing numbers of female medical graduates, including increasing female trainees in emergency medicine (EM), this has not yet translated to equal representation in formal leadership roles. Five years later, as the Australasian College for Emergency Medicine (ACEM) welcomes the second female college president, this article explores the gendered leadership gap in EM from an organisational and intersectional feminist perspective and recommends high‐level strategies for change. Notably, ACEM has demonstrated committed engagement with gender equity, such as the establishment of the Advancing Women in Emergency Section. It has also achieved gender parity in provisional trainees and improved women's representation on the ACEM Board. However, broader organisational processes that ensure work–life integration, transparent leadership development pathways and equitable recruitment, promotion, retention and evaluation remain critical. Creating a local evidence‐base to support diversity in leadership development remains a priority. [ABSTRACT FROM AUTHOR]

There have been many research studies conducted in the Australian manufacturing industry to test the relationship between quality management practices and organizational performance. However, there is a significant gap in the literature of similar studies in the services sector. This paper therefore reports on a cross-sectional study conducted in the Australian services sector in which the extent of implementation of quality management practices with customers and suppliers, and the links between specific practices and performance outcomes are considered. The sample for the study (N = 141) is drawn from small to medium-sized service organizations. Overall, the findings indicate that quality management practices are not widely implemented with customers and suppliers in services. However, when the relationship between specific quality practices with customers and suppliers, and performance outcomes are explored by Multiple Regression Analysis, the most significant predictor of improved systems, improved responsiveness, increased quality of service and improved competitive advantage, is the involvement of suppliers in system change and improvement. Other significant factors include the use of customer satisfaction surveys, and the existence of strategic alliances. The implication of these findings for managers in service organizations, who are seeking more value from their customer/supplier interface, is that organizations should involve suppliers in their system changes and improvement projects. [ABSTRACT FROM AUTHOR]