ArticleJournal of the advanced practitioner in oncology2026
Next in Line: Building a Succession Pipeline for Advanced Practitioners in Oncology.
Article in Journal of the advanced practitioner in oncology, 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
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
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
PubMed lists nothing against this paper. Absence here is not a guarantee, only a check that was made.
Authors and funding
6 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Advanced practitioners (APs; nurse practitioners, physician associates, clinical nurse specialists, advanced degree nurses, and pharmacists) are vital in providing high-quality, specialized patient care, particularly in oncology. Despite the tremendous value that APs bring to health-care systems, an aging workforce, turnover, and burnout underscore the urgent need for structured leadership succession planning. Nursing and pharmacy data reveal that 30% to 50% of leaders plan to retire within 5 years, yet few organizations have formal processes to replace them. Without proactive planning, there is a risk that clinical expertise, leadership continuity, and program stability will be lost. Advanced practitioner-specific succession planning is especially critical due to the unique clinical and operational roles that APs play in health-care systems outside of patient care, such as in quality improvement and clinical program development. A comprehensive framework includes aligning succession planning with organizational strategy, defining leadership roles, assessing the risk of future vacancies, and securing executive support, as well as talent identification focusing on diversity and inclusion. Clear career pathways and structured leadership training further strengthen the path from staffing to leadership. Barriers to succession planning include organizational resistance to career development pathways, limitations in funding, unconscious bias, and fear of talent loss. Addressing these challenges demands executive sponsorship, transparent hiring and promotion processes, and a culture that normalizes leadership development. In oncology-where APs are central to care coordination-the absence of succession planning threatens care continuity and program development. Institutions must adopt structured, inclusive succession planning models to maintain patient-centered care and ensure a resilient future AP leadership workforce.
Identifiers
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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.