Generational leadership shift − insights from WHC 2024 Plenary Session 1
As generations evolve, so too do the challenges and expectations awaiting our future leaders. The expectations that future leaders have are also vastly different than their predecessors – or are they? How do we capture the wisdom and experience of now and carry it into the future?
At the 47th World Hospital Congress, we gathered a cross-generational panel of senior and emerging leaders from the healthcare sector worldwide. Three of our IHF Young Executive Leaders shared a letter describing the ideals driving the next generation of leadership, which the three senior leaders responded to with their insight and guidance.
The session opened with a letter in the form of a poem from Dr John Kevin (“JK”) Alonzo Chief of Staff at Medical City Hospital, Ortigas, Pasig City in the Philippines. Dr Alonzo introduced the audience to the concept of “leadershift”.
“LEADERSHIFT lies in the leader’s ability to balance experience and theory. Being able to shift leadership style based on circumstance and accountability.”
Bringing the panel discussion to life, the chair, Dr Joanne Conroy, President and CEO, Dartmouth Health, USA, presented an energizing mission for the audience of executives in the healthcare sector:
“We need to be able to unleash the next generation of leaders so they can reinvent the healthcare system that we’re going to need for the future.”
Common challenges for all
It’s clear that there is going to be a generational transition over the next few years in healthcare, as well as other sectors, as we continue to adjust to the challenges and qualities defining good leadership practices now, particularly:
- sustainable hospital financing
- workforce shortages
- integration of technologies
- patient-centred, quality care
- strategic vision
- communication skills.
In a letter that explored these key challenges for hospital executives across the globe, Mr Federico Umberto Mion, Head of Finance and Administration, Ente Ospedaliero Cantonale, Regional Hospital of Lugano, Switzerland, identified the qualities that he prioritizes in leadership.
“Future leaders need a strategic vision that balances innovation with practicality. They must be able to foresee trends, adapt to changes, and implement long-term strategies that address financial sustainability, workforce development, and technological integration.”
In response, Dr Wang-Jun Lee, Chairman and CEO, Myongji Hospital, Vice-President of the Korean Hospital Association, South Korea, agreed that each of these challenges was relevant to the current healthcare landscape, and then narrowed them down as his personal focus as a leader.
“The challenges we face are becoming more and more complex with each generation. Therefore, leadership is no longer about just providing answers, but about asking the right questions and finding new solutions together.
If I had to pinpoint a single most important quality for the next generation of leaders – it is the balance between innovation and empathy. Yes, we must embrace new technology to ensure sustainability and efficacy, but we must never forget that healthcare is ultimately about people. Leaders of tomorrow must be able to combine these two elements seamlessly.”
The evolution of leadership style
In her letter, Ms Esther Akeyo, Doctor and Manager, Avenue Healthcare, Kenya, reflected on the importance of authenticity in leadership to deliver impact.
“As we look towards the future, it is imperative to envision the qualities and competencies that healthcare leaders must embody to navigate and overcome challenges effectively: visionary thinking, adaptability, empathy, commitment to inclusivity, strong communication skills.”
In response, Dr Sidney Klajner, President, Sociedade Beneficente Israelita Brasileira Albert Einstein, Brazil, agreed that it is essential for leaders to walk the talk, and made the case for not considering it a next generation requirement.
“I don’t think it’s for the future, for the next generation. We must take all that was spoken here by the youngest leaders that we have, take the examples and the challenges that they are facing, to try to solve them together as the leadership of the moment. We need to be part of the team.”
Equity and empathy
Dr Chloe Furst, Medical Lead for Acute and Urgent Care, Central Adelaide Local Health Network, Australia, spoke passionately about being an example of the changing face of healthcare leadership.
“The healthcare leaders of today recognize that whilst we needed change yesterday if you try to rush it you will leave your team behind. And so, we must constantly walk a tightrope where we hopefully inch closure to meaningful change, but all the while must recognise the tightly held balance and tension between budgets, expectations, shifting opinions and new ways of working as we try to continually improve the complex system that is healthcare.”
Dr Joanne Conroy reflected on what putting this into practice means for senior leaders in the healthcare sector.
“We need to lead by capturing people’s hearts, but also capturing their minds, and then as a role model by removing the obstacles to change. That is really the heart of what we’re trying to teach our young leaders – not telling them what the solutions are but training them how to lead in circumstances that are hard to predict for the future.”
