Leaders feel healthcare industry as a whole will struggle in 2026

While nearly three-quarters of healthcare executives believe their own organizations will be as strong or stronger this year than last, more than half expect the healthcare industry overall to face a worse year ahead, according to a new survey of industry executives. The findings highlight a widening confidence gap alongside a rapid rise in demand for AI-savvy leaders and persistent weaknesses in succession planning and clinician engagement.

The 2026 Healthcare Leadership Trends Report—conducted by B.E. Smith, a leading provider of healthcare executive search services and a division of AMN Healthcare—provides a comprehensive analysis of the factors driving talent management and executive decision-making. It is based on insights gleaned from more than 700 healthcare executives and explores themes in recruitment, retention and engagement.

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“Healthcare leaders are navigating a complex mix of financial pressure, workforce realities and rising expectations for innovation,” said Tessa Misiaszek, president of leadership solutions at AMN Healthcare. “This year’s findings reinforce that the winners in 2026 will be organizations that invest in strong, adaptable leadership, especially leaders who can implement and translate AI and technology advancements into meaningful improvements to access, quality and operational performance.”

Key findings:

• Almost three-quarters of respondents expect their organization’s health to be better or the same as 2025, while 52% forecast a worse year for the industry as a whole.
• Artificial intelligence tops leadership priorities for 2026, with leaders citing the need for developing a clear AI strategy (63%), engaging clinicians and staff to grow adoption (48%) and investing in data infrastructure (41%).
• Among leaders considering leaving their organization, 35% would like to do so within one year. At the same time, the report notes a reduced urgency to move compared to prior years.
• Only 21% of respondents consider themselves to be on a promotion track, while 26% feel they must leave their employer to advance, often citing limited internal opportunities.
• Four in 10 respondents consider attracting quality leadership candidates as extremely or very challenging.
• Leadership teams are perceived as highly engaged compared to physicians and nursing staff—continuing a multiyear pattern and highlighting ongoing workforce experience challenges.
• Fewer than half of responding organizations maintain formal succession planning for any leadership level, including the top echelon.

“Survey results show some evidence of competition cooling in the leadership talent market and reduced retention risk,” the 29-page report concluded. “Nevertheless, challenges persist in finding the right leaders in [a] timely fashion, offering advancement opportunities and fully engaging clinicians.”