Position Of Director Research Articles

A National Cross-Sectional Survey of EMG Physician Volume.

This study presents results from a survey of physicians performing electrodiagnostic studies to assess average volume. We also assessed how different factors (trainees, technologists, age of the physician, and case complexity) affected volume. Productivity is an important factor for physicians across practice settings. However, unlike evaluation and management services for neurologists, there are no published data for benchmarks of average volume of electrodiagnostic studies. A 34-question survey was designed collecting information on demographics, electrodiagnostic study volume, technologists, trainees, referrals, and case complexity. The anonymous survey was disseminated through a QR code or hyperlink to multiple online neurology, physical medicine and rehabilitation, electromyography, and neuromuscular forums. The primary outcome was EMG volume including number of EMGs per half-day and EMG volume per year. We conducted bivariate association analysis between primary outcomes and respondent characteristics using the Pearson χ2 test. Multivariable regression models determined factors associated with each of our outcome variables. A total of 201 respondents initiated the survey. 71% were certified in adult neurology, 19.6% in physical medicine and rehabilitation, and 2.7% in pediatric neurology. 37.5% practiced in academic medicine. The remaining respondents were from private practice, group, solo, hospital employed, or other. 83% of respondents allotted a dedicated half-day to performing EMGs. The median number of EMGs scheduled during a half-day was within 3-4 (45%). 30% and 7% scheduled 5-6 or more than 7 patients per half-day, respectively. The median number of EMGs performed per year was within 251-500 (37%). This national, cross-sectional survey evaluates average metrics of EMG volume. Our survey showed that the median number of EMGs annually lies between 251 and 500 studies (37%). In addition, for those respondents who allotted a dedicated half-day to performing EMGs, the median number of EMG studies scheduled per half-day lies between 3 and 4 studies (45%). In multivariate analysis, respondent characteristics of age of the physician (older than 45), working with nerve conduction technologists, and holding the position of EMG director were associated with increased EMG volume.

Analysis of Gender Discrepancies in Leadership Roles and Recognition Awards in the Child Neurology Society.

Gender disparities have been demonstrated across several medical specialties, including neurology. Although women have comprised most of the child neurology trainees since 2007, it is not apparent whether this demographic shift is reflected in the Child Neurology Society (CNS) awards and leadership. This study aimed to evaluate the differences in gender representation among leadership positions and award recipients within the CNS. The primary outcome measure was the total number of board of director (BOD) positions or awards given by gender each year. A retrospective review of publicly available data was conducted on CNS members, post-training award recipients, and BOD positions, including nomination records, from 1972 to 2023. Data abstracted were restricted to gender to preserve member and nominee anonymity. Gender identification and consensus were determined through a combination of strategies and study members. Data analysis included descriptive statistics, Pearson χ2 test, and the exact binomial test to compare gender proportions and the probability of being underrepresented in awards, leadership, and nominations over time. Data are presented according to the Strengthening the Reporting of Observational Studies in Epidemiology guidelines. From 1972 to 2023, women represented 29% (44/152) of the BOD positions and 26% (61/236) of post-training award recipients presented by the CNS. Despite the increase in the proportion of women in child neurology, the overall gap in gender representation in leadership positions remains broadly stable. Only 13% (4/32) of CNS presidents have been women, a significant underrepresentation (95% CI 2.3%-52%, p < 0.004), although the representation of women in nonpresidential positions increased from 2003 to 2023. Women are also underrepresented as overall awardees (95% CI 12%-38%, p < 0.00001) except for the Philip R. Dodge Young Investigator Award, which is an investigator-initiated application. Women remain underrepresented at the highest levels of recognition in child neurology despite representing most of the field. Reasons for disparities are known to be multifactorial and likely include gender bias and structural sexism. We present several discussion topics that seek to rationalize this disparity and provide suggestions for improving diversity, equity, and inclusion for leadership roles and awards.

Education Research: Establishing a Postgraduate Year-1 Director Enhances Well-Being for Adult Neurology Residents.

Adult neurology clinical trainees in Accreditation Council for Graduate Medical Education (ACGME)-accredited residency programs spend their postgraduate year (PGY)-1 within the internal medicine department, potentially causing a perceived disconnect with their neurology program. Our Adult Neurology Clinical Competency Committee found this disconnect may decrease resident well-being. We hypothesized implementing a novel PGY-1 Director role focusing on unique aspects of this first year would improve resident well-being and connection to the neurology program. The PGY-1 Director was established as an associate program director in the adult neurology residency program with goals to improve wellness, advocacy, compliance with ACGME requirements, education, and communication. Anonymous surveys compared preintervention (before the PGY-1 Director role) with postintervention resident opinions on PGY-1 experience, assessing wellness, burnout, and perception of advocacy. A total of 15 (75%) preintervention residents and 23 (96%) postintervention residents completed the study surveys. 53.7% of preintervention residents agreed or strongly agreed to feeling burned out, while only 17.4% of postintervention residents agreed they felt burned out and none strongly agreed. Significant improvement occurred in feeling supported clinically and emotionally and feeling validated. Most postintervention residents felt the PGY-1 Director was valuable and directly led to positive change. The relationship between the neurology and internal medicine departments was improved. A dedicated PGY-1 Director position can improve trainee wellness outcomes and relationships between preliminary and matched departments. This mutually benefits both programs but requires substantial resources. We propose this as a best practice when feasible for ACGME programs with the following suggestions: (1) provide dedicated full-time equivalent time, (2) meet with preliminary program leadership regularly, (3) meet with PGY-1 trainees during orientation and at least quarterly, (4) serve as an advocate, and (5) facilitate mentorship in areas of interest.

Vladimir Țaranov (1932–2016), a historian devoted to the ideal of the communist society

Based on unpublished historical sources and the memoirs of one of the authors, there are presented aspects of the private, scientific and administrative activity of the historian Vladimir Țaranov (1932–2016), PhD in history (1977), university professor (1980), corresponding member (1981) of the Academy of Sciences of the Moldovan SSR. He is the author of over 300 scientific works, including 17 monographs. Between 1959 and 2016, he worked within the Institute of History of the Moldovan Branch of the Academy of Sciences of the USSR, reorganized into the Academy of Sciences of the Moldovan SSR/Moldova. Vladimir Țaranov worked his way up from trainee scientific researcher to the position of Director of the Institute of History (1977–1991), and, at the same time, he was a lecturer at the State University of Chisinau (1977–1981). Between years 1998–2001, he was a deputy in the Parliament of the Republic of Moldova. Under the scientific leadership of Vladimir Țăranu, 20 PhDs in history were trained. He was Laureate of the State Prize of the Moldovan SSR and the State Prize of the Ukrainian SSR.

Empowering public relations for sustainability: examining the landscape in Turkey

PurposeThis paper examines the engagement of public relations (PR) in advancing sustainability within Turkey, exploring both current contributions and future potential. It analyzes how PR professionals and scholars conceptualize sustainability, revealing divergent perspectives within the industry. The study delves into the perceived roles and responsibilities of PR professionals in driving sustainable initiatives, highlighting the key challenges hindering their impact. Ultimately, the research identifies essential knowledge and skills needed to empower Turkish PR to effectively contribute to a more sustainable future.Design/methodology/approachThis study employs a qualitative research approach using semi-structured in-depth interviews with two distinct groups: experienced PR professionals holding director positions in agencies and corporate communication departments, and PR professors with at least five years of teaching experience in Turkey.FindingsThe findings reveal a dynamic, yet complex, landscape of sustainability within the Turkish PR industry. While PR professionals are actively integrating sustainability into strategic initiatives and emphasizing measurable impact, they face barriers to full integration, and their conceptualization of sustainability often differs from that of PR scholars. The findings point to a critical need for targeted education and professional development to better equip Turkish PR practitioners to drive sustainable development.Originality/valueMethodologically, the incorporation of representative groups, consisting of senior communication professionals and professors, offers valuable insights that can inform improvements in PR practices, enhance PR education, and advance the understanding of sustainability within the field of communication within the specific context of Turkey.

Odds of Attaining Orthopaedic Leadership Based on Race, Ethnicity, and Sex.

Despite widespread acceptance of the importance of diversity in leadership, systemic challenges in leadership attainment in orthopaedic surgery still exist for several groups. We hypothesize that women, underrepresented in medicine groups, and Asians have decreased odds of achieving program director and chairperson positions compared with peers. Demographic data were collected from the Association of American Medical Colleges for faculty, program directors, and chairpersons in orthopaedic surgery. Odds ratios were calculated treating race, ethnicity, or sex as the predictor variables and attainment of a leadership position as the outcome, comparing the composition of program directors in 2020 and chairpersons in 2019 with faculty in 2019. Significantly decreased odds were found for women at 0.37 (0.264 to 0.51 [ P < 0.0001]) and the Other category at 0.16 (0.065 to 0.3864 [ P = 0.0001]) while significantly increased odds were found for White and Black/African American faculty at 1.32 (1.02 to 1.71 [ P = 0.0314]) and 1.95 (1.17 to 3.26 [ P = 0.011]), respectively, in holding program director positions. Significantly decreased odds of attaining chairpersonship were found for women at 0.17 (0.07 to 0.41 [ P = 0.0075]) and Asian faculty at 0.33 (0.14 to 0.75 [ P = 0.0062]) while White faculty demonstrated significantly increased odds at 2.43 (1.41 to 4.19 [ P = 0.0013]). Women showed markedly decreased odds of leadership attainment while Black/African American faculty had increased likelihood of becoming program directors but were not markedly more likely to become chairs. Asian faculty were less likely to become program directors and markedly less likely to become chairs. While decreased odds for women were expected based on current literature, decreased odds of Asians becoming chairs and an increased likelihood of Black/African American orthopaedic surgeons becoming program directors but not attaining the role of chairs at the same rate were novel findings, revealing concerning trends for these groups.

Protecting digital rights of India: planning for succession at Internet Freedom Foundation (IFF)

Learning outcomes The learning objectives of this case study are based on Bloom’s taxonomy. Upon completion of the case study discussion and exercises, successful students will be able to design a leadership transition and succession plan for non-profit organisations; identify and evaluate critical skills and competencies required in leadership positions; and frame expectations and responsibilities for new and departing executives. Case overview/synopsis Apar Gupta co-founded Internet Freedom Foundation (IFF), a digital rights organisation born out of SaveTheInternet – Net Neutrality movement of 2015, credited for urging the Telecom Regulatory Authority of India to uphold net neutrality in India. And ban zero-cost internet services that promoted data discrimination in the country. After working on and winning the net neutrality movement, Gupta identified many areas in technology where democratic rights had not been identified or were yet to be clearly defined (like in the case of net neutrality). There was also a service gap between the existing internet volunteer groups and digital rights organisations, which could IFF fill. This was to provide objective clarity, stakeholder identification, handle policy discussions and, most importantly, arrange resources to support movements over the long term. This prompted him to co-found IFF in 2017, which he later joined as a full-time executive director in 2018. IFF worked at the intersection of technology, democratic rights and government policies and was comparable to some global organisations, such as the Electronic Frontier Foundation in the USA and the Open Rights Group in the UK. Still, none existed in India at the time. After four years as a full-time executive director in 2022, he was convinced that it was finally time for him to act on the pre-defined strategic departure plan and work towards succession for the executive director position. While there were visible gaps in the system, Gupta’s leadership design and plans had helped IFF overcome existential challenges in the past. Also, while digital rights were still at a nascent stage in emerging economies, under Gupta’s leadership, IFF had delivered unmatched value to its beneficiaries in the world’s biggest digital consumer market. However, constant changes in regulations and continuing financial constraints made him nervous about the outcomes of the succession and the overall sustainability of IFF. Gupta wanted to ensure that this phased transition from executive director after two years and then trustee manager after the next four years are carefully communicated to reduce the likelihood of attrition and loss of trust. Being the co-founder and the first and only executive director IFF had seen, the organisation would also require significant skill and competency mapping to identify the new executive leadership. But with no clear internal successor in sight, the non-profit trust would also need a successor who not only was competent but also would share a passion for the type of work done by IFF, its unique delivery mode, and also would openly inherit its position in society. The other alternative strategic routes present were to look for dual leadership or interim leadership, but then there could be concerns about Gupta’s influence overshadowing any such alternative. In the case scenario, IFF is planning for succession while navigating the organisation through financial constraints and constant regulatory changes to ensure long- and short-term sustainability. Complexity academic level The case study has been written to gain insights into departure-defined successive planning in non-profit organisations. The case study can also be used to gain insights into innovative start-ups and innovative non-profit start-ups, as digital rights are still at nascent stages in emerging markets. The case study will be valuable for courses such as human resource management, strategic human resource management, social entrepreneurial leadership, leadership development, start-up environment, innovation and entrepreneurship, public policy, development studies, cyber security and information technology. The case study also allows students and young professionals to take the perspective of an innovative start-up founder and design a departure-defined succession plan. The case study can also be useful for senior students wanting to undertake an entrepreneurial career by starting or joining a non-profit organisation. While the case study is suitable for postgraduate- and executive-level courses, it can also be used for conducting entrepreneurial workshops and skill training. Supplementary materials Teaching notes are available for educators only. Subject code CSS 3: Entrepreneurship.

OPPORTUNITIES AND BARRIERS TO LEADERSHIP FOR FEMALE FINANCE LEADERS IN THE UK

Despite legal and societal advancements that have increased the presence of women in the finance sector, the representation of women in finance director roles remains limited. In FTSE 100 companies, men still hold finance director positions at a rate seven times higher than women, a trend reflective of the broader industry. This qualitative inquiry delves into the factors contributing to the success factors and obstacles to leadership faced by female finance directors in the United Kingdom. By conducting interviews with accomplished female finance directors, the study aims to identify the factors that prevent and enable females to become leaders in the finance industry. Notably, this research identifies enduring social and cultural hurdles obstructing female progress, and how they can be supported as they progress their career. A significant finding emerges: many interviewed women endorse individuals who align with their assertive work values, which often align with masculine traits. Females have to conform to a working environment and practices, and this impacts negatively on their social life, job satisfaction and identity. Given the target-driven nature of finance, the prospect of a radical top-down transformation is generally seen as unlikely. Consequently, female leaders face limitations in their capacity to serve as "gatekeepers" for advancing the careers of fellow women. Recommendations include a departure from the performance-centric approach entrenched in finance.&lt;p&gt; &lt;/p&gt;&lt;p&gt;&lt;strong&gt; Article visualizations:&lt;/strong&gt;&lt;/p&gt;&lt;p&gt;&lt;img src="/-counters-/soc/0387/a.php" alt="Hit counter" /&gt;&lt;/p&gt;

The demographic analysis of women physicians in the leadership of medical societies in South Korea

Background: As female social participation increases, the importance of femininity in leadership also increases. In Korea in 2021, 26.8% of 132,013 doctors and 35.1% of 3,099 medical students were female. However, no research has been conducted on the gender demographics of medical leaders. This study aims to define Korean medical leadership, investigate the gender ratio, and determine whether the proportion of women leaders differs in the academic and non-academic worlds.Methods: Korean medical leaders were defined as those in director or higher-level positions in organizations affiliated with the Korean Medical Association, 34 organizing societies under the Korean Academy of Medical Sciences (KAMS), and those who held dean and vice dean positions in 40 medical schools. Academic societies comprised KAMS, KAMS-affiliated societies, and medical schools; the rest were classified as non-academic organizations. Data were collected through website, e-mail, or telephonic surveys. Differences in the number of women leaders between academics and non-academics were analyzed using the chi-square test.Results: In total, 1,863 medical leaders were evaluated, with females accounting for 12.6%. The difference in the ratio of female leaders between academic and non-academic societies was not statistically significant (13.1% academic vs. 11.8% non-academic; &lt;i&gt;P&lt;/i&gt;=0.445).Conclusion: The proportion of women leaders in the Korean medical field is relatively low compared with that of female doctors and medical students. The number of women in leadership positions and their effect on medical society will be observed periodically.

Shareholders in the Driver’s Seat: Unraveling the Impact on Financial Performance in Latvian Fintech Companies

Fintech companies are relatively young and operate in a rapidly evolving and ever-changing industry, which makes it important to understand how different factors, including shareholder presence in management roles, affect their performance. This study investigates the impact of shareholder presence in director and manager positions on the financial performance of Latvian fintechs. Our investigation centers on essential financial ratios, including Return on Assets, Return on Equity, Profit Margin, Liquidity Ratio, Current Ratio, and Solvency Ratio. Our findings suggest that the presence of shareholders in director and manager roles does not significantly affect the financial performance of fintech companies. Although the statistical analysis did not yield significant results, it is important to consider additional insights garnered from Cliff’s Delta effect sizes. Specifically, despite the lack of statistical significance, practical significance indicates that fintech companies in which directors and managers are shareholders show slightly better performance than other fintech companies. Beyond shedding light on the intricacies of corporate governance in the fintech sector, this research serves as a valuable resource for investors, stakeholders, and fellow researchers seeking to understand the impact of shareholder presence in director and manager roles on the financial performance of fintechs.

The Level of Political Astuteness in Nursing Leaders: A Baseline Assessment.

To assess the baseline knowledge of nursing leaders regarding political advocacy and healthcare policy. Although there has been considerable attention to the need for nurses' involvement in health policy, there has not been a prior assessment of the political astuteness of nursing leaders. Researchers analyzed self-reported data from 101 nursing leaders collected via electronic survey from American Organization for Nursing Leadership members. Descriptive, correlational analysis of data assessing political astuteness and background information was completed. Half of the nurse leader participants demonstrated slight political astuteness. Nurse executives, including those in chief nursing officer, chief nurse executive, and vice president positions, had higher levels of political astuteness than those in nurse director and manager positions. Nursing leaders have beginning levels of political astuteness. Formal education is recommended to increase the knowledge base of nurse leaders in the areas of understanding the political and legislative process and the skills needed to advocate regarding healthcare policy, thus increasing their level of political astuteness.

Gender, Race, and Intersectionality in the Political Donations of America’s Corporate Elite

ABSTRACT Women and racial minorities have made significant inroads into senior managerial and, especially, board of director positions over the past half-century. Despite this, there is little research on gender and racial differences in the political behavior of corporate elites. In this study, we investigate whether and how gender, race, and their intersection shape the political donation strategies of elite actors. Relying on a novel longitudinal corporate elites’ political donation database, we provide the first systematic elite-level analysis of political donations to U.S. Congressional campaigns during the 1980-2014 election cycles. Overall, we find that, compared to men, women elites are less likely to donate, but are more Democrat-leaning and give to more ideologically extreme candidates. We also find evidence of intersectionality between gender and race in political donations among corporate elites. While elites of color favor the Democratic Party overall, our results suggest minority men concentrate their donations on more centrist candidates relative to women. Notably, white men are the only reliably Republican constituency within this elite group. Our results portend potentially far-reaching consequences for the party system as the composition of the American corporate elite grows more racially and gender diverse.

Analysis of Gender Diversity Within Foot and Ankle Surgery Fellowship Programs.

Women continue to be underrepresented in orthopaedic surgery. This study seeks to evaluate gender diversity of faculty and trainees at foot and ankle surgery fellowship programs. In this cross-sectional analysis of 49 US foot and ankle fellowship programs, all publicly available data on program faculty (as of July 2023) were collected, as well as data on current and past fellows between 2018 and 2024. Of 49 programs with 195 foot and ankle surgery faculty, 26.5% (n = 13) had at least 1 female on faculty, with only 8.2% (n = 4) having female fellowship directors. Female faculty made up 9.7% (n = 19) of foot and ankle surgery faculty overall. Of 307 total fellows identified within the 6-year period, 19.5% (n = 60) were female. Geographic distribution of programs was as follows: 29% (n = 14) Northeast, 31% (n = 15) South, 19% (n = 9) Midwest, and 21% (n = 10) West. Northeast programs made up 62% of all programs with female faculty, whereas Midwest programs made up the least at 8% (P = .048). Programs with female faculty had more female fellows from 2018 to 2024 than programs without female faculty (33.7% vs 14%, P < .001). Our findings suggest that females remain underrepresented in foot and ankle surgery fellowship director positions, despite an increasing proportion of females entering orthopaedic surgery. Foot and ankle surgery fellowship programs with female faculty had a higher number of female trainees; as such, diversification of foot and ankle fellowship departments may be an important factor in ongoing efforts to promote gender diversity within the specialty. Level IV, observational cross-sectional analysis.

“Think tank XXI века” (Часть первая)

When Alexander Dynkin took up the position of Director of IMEMO in 2006, he had a clear program of action. The main point of this program was the transformation of the Institute into a modern world-class think tank, capable of deeply and objectively analyzing the processes of world development and the current situation. This was possible only on the basis of fundamental scientific research. Another task was to raise the prestige of IMEMO in public opinion, in the media space and in government bodies. Finally, the new director intended to attract talented young people to the Institute. Acting in this direction, the Academician A. Dynkin initiated a number of structural changes in IMEMO, aimed at optimizing scientific and scientific-organizational work. With designation of Alexander Dynkin as Director, the volume of expert-analytical notes and materials sent to the Administration of the President of Russia, the Security Council, the Government of the Russian Federation, to the relevant committees of the State Duma, ministries and departments has sharply increased. In 2007, the Institute sent a total of 65 analytical notes and materials to these bodies (38 in 2006), which served the purpose of the new Director to restore IMEMO’s position as Russia’s leading center of expertise in the field of modern world development. All these materials were prepared in reliance on a thorough analysis of the strategic, political and economic realities, providing for the national interests of Russia, which, as historical experience shows, do not always coincide with corporate interests of the ruling elite. The reports at the IMEMO Academic Council were devoted to the most important problems of the world and Russian economy, international relations, including the issues of strategic stability, and modern society of the West, the East and Russia. This article presents three reports, which, in the author’s opinion, remain relevant up to the present. The authors of these reports are Rostislav Kapelyushnikov and Alexey Arbatov.

Board gender diversity in China and Eastern Europe

This paper reports on an empirical analysis of 42,094 public/private companies in China and 21 Eastern European countries to grasp the actual state and determinants of board gender diversity in emerging market firms. We confirmed that firms in these countries are comparable to those in advanced nations in terms of the prevalence of firms recruiting female board members and the female share of board directorships. Furthermore, in emerging market countries, internal promotions are used as often as, or even more often than, external ones to recruit women to director positions. The results revealed that board composition and ownership structure are important determinants of the gender diversity of the corporate board in emerging market firms. We also found that the effects of these factors vary significantly depending on the country/region and the listing status of firms and that two qualitatively different decision-making stages related to the appointment of women to board positions (i.e., a decision as to whether to appoint any women to the board and a decision as to how many board positions should be reserved for women) have a substantial impact on the empirical results.

A Phenomenological Exploration of the Co-Teaching Experiences of Associate Choir Teachers in Texas

The purpose of this descriptive phenomenological study was to examine the co-teaching experiences of secondary choir teachers in associate director positions in the state of Texas. We interviewed 12 participants, who had held an associate director position for at least 3 years, two times across a 4-month period. Three themes emerged from the data: personal compatibility with head director, context for mentoring and learning, and hierarchical structures. The most satisfied associate directors had a positive relationship with their head director colleague, felt that their input was valued, and collaborated as part of a team. They desired to learn and receive mentorship from their colleague, though that mentorship was facilitated or impeded by context. Hierarchical structures were pervasive and affected job roles, associate directors’ sense of agency, and the choirs they taught.

Tennessee Academy of ScienceDistinguished Secondary School Science Teacher Award 2022

Tennessee Academy of ScienceDistinguished Secondary School Science Teacher Award 2022

Interlocked executives’ bad reputation in the labor market

This study investigates whether executives who concurrently hold director positions in other firms undergoing reputation-damaging incidents, such as fraud, are more likely to face forced turnovers. Using logistic regression with a matched sample, we find an increased likelihood of CEOs being replaced when their director-position interlocked firms go through negative events. The labor market further penalizes such executives, as the probability is lower for them to keep their current positions and gain new board seats in the future. The results are stronger for firms with higher external governance.

Women physicians in academic pathology leadership.

To evaluate the gender composition of departmental chairs and program leadership of Accreditation Council for Graduate Medical Education-accredited pathology residencies and American Board of Pathology-certified subspecialty fellowships across the United States. In this cross-sectional analysis, we examined the gender of individuals holding leadership positions in academic pathology in the United States. Using publicly available online data, 2 authors independently coded perceived gender (ie, man/woman/other) with 100% concordance. In 144 pathology residency programs, more women hold residency program director positions (52.1% [75/144]). Among 11 pathology subspecialties, women overall hold fewer fellowship program director positions (45.0% [212/471]). Among the residency-associated pathology department chair positions identified, women hold fewer positions (31.8% [42/132]). There is some geographic variation in pathology leadership gender composition when stratified using US Census regions. Women in academic pathology departments are well represented in residency and overall fellowship program leadership but are underrepresented in department chair and certain pathology subspecialty leadership positions. The disproportionate number of women in department chair positions is observed across medical specialties, highlighting the need for improved gender equity among high-level academic medicine positions.

On the anniversary of Academician Nikolay Kazimirovich Yankovsky

June 21, 2023, marks the 75th anniversary of RAS Academician Nikolay Kazimirovich Yankovsky, an eminent specialist in the field of general and molecular genetics and biotechnology. Nikolay Kazimirovich has published more than 170 scientific papers, has nine patents, trained six Doctors and 19 Candidates of Science. He is a laureate of the USSR Council of Ministers Prize and several other awards. Nikolay Kazimirovich carries out extensive editorial work, being the Editor-in-Chief of the Journal “Genetics” and a member of editorial boards of a few other specialized periodicals. N.K. Yankovsky is also known as a major organizer in science; in 2006-2016 he held the position of Director of the Institute of General Genetics of the Russian Academy of Sciences, and currently he is the Scientific Director of this Institute. Nikolay Kazimirovich carries out extensive educational work, being the author of dozens of popular scientific publications and presentations in the mass media. It is impossible to overestimate the contribution of N.K. Yankovsky into the work of the Russian genetic community in the rank of the first Vice-President of the Vavilov Society of Geneticists and Breeders, in which position he has always been and still is a generator of new ideas and an active fighter for the ideals of genetic science. Friends and associates – Russian geneticists and breeders, congratulate Nikolay Kazimirovich on his anniversary and wish him achieving new creative successes, grateful apprentices, enthusiasm and inexhaustible energy in solving large-scale challenges of genetics on a national and global scales.