Health systems and hospitals are leaning on training programs to bring more physicians into leadership roles.
Last year, Becker’s found many systems grappling with a physician leadership shortage. Leaders said residents and new physicians seemed uninterested in leadership, teaching and even committee responsibilities. The declining willingness came down to two things: an increased interest in work-life balance, and wanting leadership and educational roles to be integrated into their day-to-day work, rather than an added responsibility on top of their existing clinical work. In 2026, this trend appears to be persisting and affecting smaller hospitals most.
Hospital leaders are making significant changes to leadership and educational roles in an attempt to draw more young physicians into the positions. Some physicians report being less interested in leadership roles due to training or lack of mentorship — a gap hospitals are working to fill.
Here are three physician leadership training methods hospitals are using:
Brendan Lloyd, MD. Chief Medical Officer for Care Delivery at Providence (Renton, Wash.): One of the most important programs we have is what we call our Physician and APP Leadership Fundamentals program — a pipeline where physicians participate in a six-month series of learning around topics like having crucial conversations, negotiation and health system finance. They end up with a basket of tools they can apply to different leadership situations, whether or not that’s in the context of a formal role. This program runs several times a year and includes more than 20 physicians and advanced practice providers in each cohort.
The other really exciting thing about those courses is they end up with a cohort of leaders in a similar part of their career who continue to have discussions together. We find those groups tend to stick together years after they’re done, as a bit of a leadership cohort — some take on formal roles, others are still in their clinical role, but they’re thinking about the same problems and often coming up with really creative solutions to some of the most difficult problems we face.
Joseph Ng, MD. Vice President and Chief Medical Officer at Northwell Health’s Mather Hospital (Port Jefferson, N.Y.): Previous generations of physician leaders focused primarily on maintaining quality, innovating care and patient care. Today’s leaders must navigate shrinking budgets while maintaining that same standard of excellence and the same goals. It’s a complex balancing act that requires deeper expertise and a more sophisticated understanding of financial management.
For this reason, we invest heavily in developing physician leaders with advanced training. We offer programs like our Essentials of Leadership for all leaders, the Physician Executive Leadership Program, and regional LEAP programs specifically for physicians. For those pursuing C-Suite positions, advanced degrees, such as a master’s in public health, healthcare administration or business management, have become increasingly important. These leaders must be equipped to make financially sustainable decisions while preserving quality and retaining top clinical talent in a highly competitive market.
Advancement must always be merit-based. This is not merely important in medicine. It is essential. When we’re making decisions that affect someone’s loved one, those decisions must come from leaders who have earned their position through demonstrated competence and leadership capability, not through other means. At Northwell, our merit-based approach to identifying and developing leadership talent has contributed significantly to our standing as one of the nation’s highest-quality healthcare systems, while maintaining the financial viability necessary to sustain that quality long term.
Shawn Parekh, PharmD. CEO of Roxborough Memorial Hospital (Philadelphia): We are committed to fostering an environment that encourages physician leadership development. While we may not have formal mentorship programs or structured training workshops, we focus on creating opportunities for physicians to take on leadership roles through collaborative experiences and real-world learning.
For example, both employed and non-employed physicians are offered opportunities to sit on committees as voting members, and many are invited to chair these committees. Administrative support is provided to facilitate their engagement. This approach allows our physicians to grow into leadership positions organically, enhancing their skills while maintaining a strong focus on patient care. Additionally, given the smaller size of our hospital, direct feedback from the C-suite and other physician leaders helps burgeoning physicians strengthen their skills. Feedback has been positive, with many expressing appreciation for the supportive environment that promotes their professional growth.
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