ArticleJournal of healthcare leadership2025
Perceptions of Sustainable Leadership in Australian Healthcare.
Article in Journal of healthcare leadership, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 1 paper.
What it found
Each row is one number read from the abstract, on the scale the paper reported it, with its interval. Left of the dashed line favours the treatment, right favours the comparator. Under each row is the sentence it came from. New to these charts? A ten-minute tutorial.
The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
1 citing paper in PubMed.
- Identifying Clinical Managers' Leadership Competencies: A Systematic Review and Cross-Frameworks Mapping Using the CLCF.Healthcare (Basel, Switzerland) · 2026Review
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
5 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Purpose: Sustainable leadership is essential for addressing workforce shortages, technological advancements, and increasing regulatory demands in Australian healthcare. Many healthcare leaders assume their roles based on clinical expertise rather than formal leadership training, highlighting the need for structured support. This study explores sustainable leadership in Australian healthcare, identifying key challenges, support mechanisms, and strategies for improvement. Methods: A cross-sectional survey was conducted among 276 managers, leaders, and supervisors working in Australian healthcare organisations. Participants were recruited through professional networks, social media, and direct invitations. The survey, administered via Qualtrics, examined leadership training, characteristics of sustainable leadership, challenges, and available support systems. Quantitative data were analysed using IBM SPSS Statistics, while qualitative responses underwent thematic analysis. Results: Leadership training was primarily informal, with limited access to structured programs due to time and financial constraints. Sustainable leadership was defined as balancing operational demands with long-term planning, ethical decision-making, and fostering a resilient workplace culture. Key challenges included staff retention, change management, and hierarchical structures limiting innovation. Support for leaders was inconsistent, with male leaders reporting higher perceived support. Systemic barriers, such as outdated leadership models and a focus on financial performance over workplace culture, restricted sustainable leadership implementation. Conclusion: To enhance sustainable leadership, organisations must prioritize structured training, mentorship, and inclusive leadership pathways. Addressing systemic barriers and redefining leadership success beyond financial metrics will strengthen leadership resilience, reduce burnout, and improve healthcare outcomes.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.