ArticleCureus2026
Developing Healthcare Leaders: Perspectives on Critical Competencies, Current Gaps, and Training Recommendations.
Article in Cureus, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
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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.
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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.
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Authors and funding
4 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Introduction This study sought to define the leadership skills and competencies that are essential to physician leaders and current gaps in physician leadership training. The study also aimed to identify the skills that current physician leaders would have liked to develop earlier in their careers and generate recommendations for successfully integrating leader development into medical education. Methods This qualitative study explored healthcare leader development through semi-structured interviews with 14 healthcare executives from major healthcare systems in the Southeastern United States. Participants were selected based on their high-level leadership roles. Interviews were conducted virtually and focused on three areas: critical leadership skills, reflections on early career development needs, and strategies for integrating leadership training into medical education. Transcripts were thematically analyzed by three independent investigators to identify recurring themes and insights. Results Healthcare leaders identified six essential leadership skills: adaptability, empathy and gratitude, relational leadership, change leadership, project management, and knowledge of the healthcare system. Common gaps that emerging leaders should address include relational leadership, redefining leadership beyond hierarchy, self-awareness, understanding the healthcare system, and financial acumen. To prepare future physician leaders, interviewees emphasized the need for training in professional identity formation as a leader, experiential learning, interdisciplinary collaboration, self-awareness, and resilience. Several themes, including relational leadership, healthcare system knowledge, self-awareness, and business acumen, emerged across multiple domains. Conclusions Healthcare leadership requires more than clinical expertise alone. The role demands a blend of interpersonal, adaptive, and technical skills to navigate complex challenges. Given the growing demands placed upon healthcare leaders, medical institutions must integrate structured leadership training early in physicians' careers. Preparing future leaders through intentional education and mentorship will help ensure that the healthcare system remains effective and responsive amid significant external pressures and internal transformations.
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Registered trials
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