MHA‑Endorsed Business Partner AMN Healthcare and B.E. Smith recently released the Healthcare Leadership Trends for 2026 Report, based on a national survey of more than 700 healthcare executives across hospitals and health systems. The report examines the state of healthcare leadership, highlighting the risks, realities and readiness that will shape the year ahead.

Healthcare Organizations Are Navigating Growing Complexity and Uncertainty. 

While nearly three-quarters of healthcare leaders expect their organization’s performance in 2026 to remain stable or improve, confidence in the broader healthcare industry is declining. In fact, 52% of leaders anticipate a worse year ahead for the industry, driven by financial pressures, reimbursement uncertainty and workforce challenges.

Financial Pressures Are Reshaping Leadership Priorities. 

Despite revenue growth in 2025, rising labor and operating expenses continue to strain margins. Eighty‑four percent of executives cite financial pressures as their greatest threat in the coming year, while 72% say lowering operating costs is their most critical long‑term priority. These realities are forcing organizations to rethink leadership structures, recruiting strategies and succession planning.

Traditional Leadership Pipelines Are Under Strain. 

Attracting quality leadership talent remains a significant challenge, particularly for smaller and mid‑sized organizations. Nearly four in ten leaders say recruiting director‑level and above candidates is extremely or very challenging, with smaller organizations facing the greatest difficulty. Time‑to‑fill for executive roles also remains longer than historical norms, delaying strategic initiatives and increasing operational risk.

Building a Resilient Leadership Workforce Requires a Multifaceted Approach. 

Healthcare organizations that are positioning themselves for success in 2026 are prioritizing several key strategies:

• Expanded recruiting scope: Broadening geographic reach and considering non‑traditional leadership backgrounds to increase candidate pools.

• Competitive and flexible compensation models: Adjusting packages to remain competitive while balancing financial constraints.

• Leadership development and succession planning: Addressing the fact that fewer than half of organizations maintain formal succession plans across leadership levels.

• Strategic use of interim leadership: Leveraging experienced interim executives to maintain momentum during leadership transitions and reduce burnout among internal teams.

• Technology and AI readiness: Preparing leaders for a future where artificial intelligence roles and capabilities are rapidly becoming core leadership requirements.

By investing in these strategies, healthcare organizations can strengthen leadership stability, improve retention and remain agile in an increasingly complex environment.

For deeper insights and actionable leadership strategies, MHA members are encouraged to download the full Healthcare Leadership Trends for 2026 report.

For inquiries regarding The Healthcare Trends Report or to obtain further information about AMN Healthcare and B.E. Smith partnerships, please contact Katy Allen, VP, client partnerships.

Phone: (517) 323-3443
Fax: (517) 323-0946

Phone: (517) 703-8601
Fax: (517) 703-0628