Health systems and hospitals are making significant changes to leadership and educational roles in an attempt to draw more young physicians into the positions — which means confronting aspects of leadership the industry has been overlooking.
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.
Becker’s reached out to three hospitals to learn what aspects of physician leadership are being overlooked.
Brendan Lloyd, MD. Chief Medical Officer for Care Delivery at Providence (Renton, Wash.): One thing I mentioned earlier that I think has been really important is thinking about how we can let physicians move in and out of leadership roles, rather than treating it as something that’s part of the rest of their career permanently. Sometimes physicians are looking for something more time-limited — they might say, “Now it’s time for me to focus on my family for the next six to 12 months, I just want my clinical role.” Then maybe they come back and say, “Here’s something I’m really interested in” — and we can find a more time-limited engagement for that. That’s been a pretty significant shift, and I hope more people are thinking about it, because I wouldn’t want to miss out on the voice of physicians just because they’re not ready to devote a quarter of their time to a chief role for years on end.
We’ve found that whether it’s a formal role or not, investing in physicians proactively and making sure they have a meaningful voice is a win-win for everyone in the organization. Figuring out how to do that with physicians who are being really intentional about how they spend their time — and making sure they have the right support to be successful in all the different areas they’re trying to succeed in — has been a pretty exciting challenge.
Joseph Ng, MD. Medical Director at Mather Hospital and president of Mather Medical Group (Port Jefferson, N.Y.): I believe the industry falls short in two critical areas: adequately defining leadership and providing proper support systems for newly promoted physician leaders.
Throughout our careers, in medical school, residency, fellowship, and beyond; we’re told we are leaders or will become leaders. Yet there is rarely a substantive explanation of what that actually means. Leadership is not simply delegating tasks. True leadership directly influences how those you lead perceive their work, their professional future and their life choices. It profoundly affects how they interact with patients and, ultimately, how they engage with their own families. If we want to develop a stronger generation of physician leaders who will improve healthcare outcomes, we must teach leadership comprehensively. It means doing the right thing even when it’s difficult. It means serving others at their point of greatest need. At Mather, we’ve made this an institutional priority. Some of our residency programs now include formal leadership training through shadowing, structured readings, lectures and mentored discussions with established leaders. Additionally, we ensure that newly appointed physician leaders have access to a support system of experienced leaders. Individuals can consult for guidance, coaching and mentorship.
Shawn Parekh, PharmD. CEO of Roxborough Memorial Hospital (Philadelphia): The industry often overlooks the importance of mentorship and the need for supportive environments that foster leadership interest. Young physicians thrive when they have role models who demonstrate the joys and benefits of leadership. Additionally, there is a need for more innovative programs that integrate leadership training into residency and early career stages. By providing exposure to leadership responsibilities early on and creating a culture that values these roles, we can inspire the next generation of physician leaders. This training must include a focus on financial acumen, operational excellence and a commitment to quality and clinical excellence.
While challenges remain in attracting young physicians to leadership roles, addressing work-life balance, enhancing support structures and providing mentorship can significantly improve engagement in these essential positions. Our commitment at Roxborough Memorial Hospital is to adapt and innovate in ways that support our physicians’ aspirations and ensure the continued excellence of patient care.
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