PWH-Issue.1.26

State of Professional Women in Healthcare The 2026 PWH® Insights Paper highlights and analyzes workforce trends, challenges, and opportunities facing Professional Women in Healthcare and their employers.

RESEARCH INSIGHTS ACTION Stronger Together PWH® CULTURAL INCLUSION & DIVERSITY COMMITTEE © AUGUST 15, 2026

About Professional Women in Healthcare (PWH®)

E

stablished in 2004, Professional Women in Healthcare (PWH) empowers women to lead and succeed across the healthcare industry through education, networking, mentoring, leadership development, and research. PWH is committed to advancing a more culturally inclusive healthcare industry and strengthening the pipeline of current and future leaders. Through year-round programming, professional development opportunities, and industry research, PWH serves as a resource for both professionals and organizations seeking to develop talent, foster leadership growth, and enhance organizational performance.

To better understand the experiences, challenges, and opportunities shaping women’s leadership in healthcare, PWH publishes the PWH Insights Paper series, providing research-driven perspectives and practical insights for healthcare professionals and industry leaders.

About the PWH® Cultural Inclusion & Diversity (CID) Committee Launched in 2019, the PWH Cultural Inclusion & Diversity (CID) Committee was established to advance awareness, education, and meaningful dialogue around inclusion, belonging, and leadership within the healthcare industry. The committee brings together PWH members committed to fostering environments where all professionals can thrive and contribute their unique perspectives and talents.

In 2024, PWH and the CID Committee, led by Enid Oquendo and Sabrina Smith, published the inaugural PWH Insights Paper, Cultural Inclusion & Diversity in Healthcare: Shaping the Future of Leadership, which provided foundational insights into diversity, equity, inclusion, and belonging (DEIB) across the U.S. healthcare supply chain industry. The 2026 PWH Insights Paper, State of Professional Women in Healthcare, builds on that foundation by examining women’s career progression, leadership development, workplace experiences, and the conditions that influence leadership outcomes across the healthcare industry.

All rights reserved © 2026 Professional Women in Healthcare®

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CONTENTS

Executive Summary pgs. 4-7 SECTION 1: PWH Member Insights on Leadership Development, Advancement, and Belonging pgs. 8-13 SECTION 2: The Top Leadership Challenges Facing Professional Women in Healthcare pgs. 14-19 SECTION 3: Conditions Shaping Women's Leadership Trajectories and Workplace Outcomes pgs. 20-29 References pgs. 30-31

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Executive Summary

Executive Summary: State of Professional Women in Healthcare

Healthcare organizations face growing pressure to attract, develop, and retain top talent while navigating workforce shortages, digital transformation, and increasing demands on leaders. Understanding the experiences of women in healthcare leadership is essential to building resilient organizations, strengthening workforce engagement, and improving business performance.

To that end, the Professional Women in Healthcare (PWH) organization conducts and shares research.

Building on the foundation established in the 2024 PWH Insights Paper, Cultural Inclusion & Diversity in Healthcare: Shaping the Future of Leadership, the 2026 PWH Insights Paper, State of Professional Women in Healthcare, continues PWH’s commitment to understanding the experiences, challenges, and opportunities shaping women’s leadership across the healthcare industry.

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Through its annual member survey and analysis of primary research, the PWH Cultural Inclusion & Diversity (CID) Committee explores how women perceive their career progression, organizational support, and the conditions that influence their ability to lead and achieve organizational goals. The findings provide insights and practical strategies to help industry leaders attract, develop, and retain highvalue talent while strengthening organizational performance and the healthcare supply chain’s ability to support better patient outcomes.

Overview This PWH Insights Paper is divided into three sections. The first section examines how PWH members perceive their career progression, leadership development, workplace belonging, organizational support, and the value of PWH programming and resources. The findings provide insight into promotion patterns, employee experiences, and how PWH members view their employers’ efforts

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to foster belonging and inclusion.

Additional research provides context for understanding how broader workplace practices influence leadership advancement and career outcomes.

The second section identifies the 12 most common leadership challenges reported by PWH members and examines the workplace conditions contributing to those challenges. Analysis of 20 peer-reviewed studies suggests that many of these experiences are shaped by broader trends, including rapid digital transformation, organizational change, hybrid work environments, and gaps in leadership development and employee support.

The third section examines research from McKinsey & Company, Lean-In, the Pew Research Center, Catalyst, and the IZA Institute of Labor Economics to better understand the systemic, cultural, organizational, and economic factors that influence women’s leadership outcomes. The analysis identifies three overarching themes: structural barriers continue to influence advancement, culture and perception shape workplace outcomes, and sustainable progress requires system-level action.

Key Findings of the PWH Member Survey: > Over the last 10 years, 75% of PWH member respondents have seen a move toward greater balance of women and men in leadership roles at their organizations. > Over the last 10 years, 15% of PWH member respondents took on greater leadership roles (with or without pay increases) at least 4 times, while 16% were not promoted at all. > Out of 68 PWH member respondents, 21% give their employer organizations an “average” or “below average” rating on how well they support employee belonging. > Survey responses suggest that internal belonging and broader inclusion efforts do not always move in tandem. Approximately 19% of respondents reported that their organization appeared more supportive of inclusion across the healthcare industry than of their own personal sense of belonging, while 10% reported the opposite pattern.

The following Top 12 Challenges were identified by PWH members as they manage teams and pursue greater leadership responsibility: 1. Managing time effectively 7. Transitioning from tactical to 2. Leading through resistance strategic leadership to change 8. Integrating AI into workflows 3. Leading teams with talent and 9. Turning big ideas into action bandwidth gaps 10. Staying engaged during 4. Advancing into leadership roles organizational change 5. Self-advocacy and visibility and layoffs 6. Building meaningful 11. Navigating limited growth or relationships in a hybrid work promotional opportunities environment 12. Growing and developing within current roles

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Executive Summary

Key Findings from Other Research Structural barriers continue to influence advancement > Women continue to face barriers related to sponsorship, visibility, promotion opportunities, and occupational segregation. > Women receive fewer highvisibility assignments and career development opportunities that accelerate leadership readiness. > Work traditionally performed by women continues to be undervalued, affecting compensation and leadership mobility.

Culture and perception shape workplace outcomes > Americans widely recognize barriers to women’s advancement, including the need to prove themselves more than men, gender discrimination, and family responsibilities. > Inclusive leadership practices that foster belonging, psychological safety, and equitable decision-making contribute to stronger employee engagement and advancement outcomes.

Sustainable progress requires system-level action > Research consistently shows that leadership outcomes are influenced by organizational structures, workplace culture, and access to opportunity— not solely by individual effort. > Lasting progress requires intentional policies, leadership accountability, and systems that support equitable development and advancement.

Business Implications

Organizations that recognize and address barriers to advancement are better positioned to attract, retain, and develop high-performing talent.

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The findings and recommendations presented in the State of Professional Women in Healthcare matter because healthcare organizations cannot afford to lose high-value talent in today’s increasingly competitive market. Organizational performance is directly influenced by workplace culture, leadership practices, and opportunities for professional growth. Organizations that recognize and address barriers to advancement are better positioned to attract, retain, and develop high-performing talent. Because workforce experiences influence engagement, retention, innovation, and performance, leaders must continuously evaluate whether their policies and practices are helping employees succeed. Ultimately, stronger workplaces contribute to stronger organizations, a more resilient healthcare supply chain, and better outcomes for the patients we serve.

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Recommendations PWH supports organizations in strengthening leadership development, fostering workplace belonging, and creating environments where professionals can thrive through year-round programming, research, networking, mentoring, and educational opportunities.

Additionally, based on the findings presented in this paper, we recommend 10 System-Level Commitments to Enhance Business Performance and Brand Perception 1. Shift from individual‑fixing to system‑fixing

5. M ake effective professional development accessible

9. M ake learning a cultural practice

2. Secure leadership accountability

6. D eploy mentoring programs intentionally

3. Implement leave, flexibility, and anti‑harassment policies

7. H elp all employees learn how to network and benefit from it

10. Adopt communication strategies to support these changes

4. Integrate inclusive practices at all levels of business management, talent acquisition, and retention

8. E ncourage collaboration across teams

Methodology Snapshot Original Research: Quantitative and qualitative data collected from the PWH Annual Membership Survey (2025).

Sample size: 63.

Analysis of other primary research sources. See references, pages 30-31.

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1 Section 1

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Promotion and advancement are not the only measure of leadership development.

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1 Section 1

PWH Member Insights on Leadership Development, Advancement, and Belonging This section explores how PWH members perceive their career progression, leadership opportunities, workplace belonging, and organizational support. Additionally, the section provides insight into the experiences shaping women’s leadership development across the healthcare industry.

Leadership development remains a critical priority for healthcare organizations seeking to attract and retain top talent. Each year, PWH surveys its membership to better understand members’ experiences, needs, and perceptions of the value of PWH’s programming, content, and resources. This year, the survey expanded to include questions that measure members’ career progression and conditions that support their ability to succeed in their current roles. Data in this section also sheds light on how PWH members perceive employer and industry efforts to advance inclusive leadership development.

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Respondents hold the following job roles: Executive VP 6

C-Suite 2

Director 11

3% 10% 17%

30%

Manager 19

*63 out of 63 On average, PWH members reported being promoted or taking on greater leadership responsibility at least twice over the last 10 years. However, promotion and advancement patterns among respondents reveal both meaningful career growth and uneven advancement experiences.

Respondents’ career progression over the last 10 years: Reported no promotion during the period.

Advanced four or more times Advanced once

16%

75

*

29

*

14

*

12

*

%

Have seen a move toward greater balance of women and men in leadership roles at their organizations over the last 10 years *48 out of 61

40%

Individual Contributor 25

Additional insights from respondents:

15%

18% 51% Advanced two or more times

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%

Want to see more research or data on inclusion and belonging in the industry *17 out of 58

%

Describe “confidence” or “an enriched frame of mind” as evidence of progress or success in their current role *6 out of 41

%

Mention PWH specifically when describing progress or success * 5 out of 41

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1 Section 1

Barriers Remain Broader research may explain why leadership progression remains uneven despite gains in representation. According to research by the American College of Healthcare Executives (ACHE), women continue to face barriers to advancement relative to their male counterparts. For example, men continue to be promoted in greater numbers than women, and men get hired into higher roles than women even when holding similar advanced degrees.

Other research published in the American Economic Review shows how women continue to experience compensation and advancement disparities because leaders and hiring committees often underestimate their potential while overestimating the potential of men. In other words, “subjective assessments of

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employee ‘potential’” account for approximately half of the gender promotion gap even though women “outperform male colleagues, both on average and on the margin of promotion.” Practices of stereotyping and strategies for retaining employees who are perceived to be more valuable drive the gender potential gap.

PERCENT

Reported that their organization fostered a stronger sense of belonging internally than it demonstrated through broader industry inclusion efforts.

Workplace Belonging and Inclusion Can Help Promotion and advancement are not the only measure of leadership

PWH Members rate employer organizations on how well they support employee belonging

PWH members think employer organizations support inclusiveness across the healthcare industry

Give an “Average” or below average rating

Give an “Average” or below average rating

16%

21%

42%

Give a “Good” rating

Give an “Excellent” rating

*Out of 62 responses

12

44%

37%

Give a “Good” rating

39%

Give an “Excellent” rating

*Out of 61 responses

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development. Workplace belonging and organizational support also play an important role in shaping employee engagement, retention, and long-term career growth.

Internal Belonging Does Not Always Translate into Industry Inclusion

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A close look at the data reveals an important distinction between how organizations appear to care for their employees and how they appear to care for members of the industry. For example, among respondents, 19% reported that their organization appeared more supportive of inclusivity across the healthcare industry than of their own personal sense of belonging.

Conversely, 10% reported that

Reported their organization appeared more supportive of inclusivity across the healthcare industry than of their own personal sense of belonging.

PERCENT

their organization fostered a stronger sense of belonging internally than it demonstrated through broader industry inclusion efforts.

These findings suggest that internal culture and external inclusion practices do not always move in tandem.

Some organizations may be viewed as champions of industry-wide inclusion while still having opportunities to strengthen the day-to-day experiences of their own employees. Others may create highly supportive internal environments yet have less visible impact on advancing inclusion beyond their organization.

The findings highlight an important consideration for leaders: employees often evaluate inclusion through both their personal workplace experiences and their organization’s broader actions. However, organizations that align internal culture with external commitments may be better positioned to build trust, strengthen employee engagement, and reinforce their reputation as inclusive employers and industry partners. *Not all respondents answered every question.

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2 Section 2

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A cluster of modern workplace conditions can either intensify or alleviate the challenges identified by PWH members.

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2 Section 2

The Top Leadership Challenges Facing Professional Women in Healthcare While many PWH members report career growth and positive workplace experiences, they also face challenges that can affect engagement, advancement, and leadership effectiveness. To better understand these obstacles, PWH asked members to identify the most significant challenges they currently face as they lead teams and aspire to greater leadership responsibility.

PWH aggregated member responses into 12 common themes and analyzed them alongside broader workplace trends identified through Consensus, an AI-assisted research platform that reviewed 20 peer-reviewed academic studies published since 2020. Together, the findings suggest that many of the challenges identified by PWH members are shaped by broader shifts in how organizations work, lead, and adapt to change.

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Four Themes Driving Leadership Challenges Research suggests that many of the challenges identified by PWH members stem from four broader workplace trends that are reshaping leadership and career development across industries.

Rapid Digital Transformation The pace of technological change, including the growing use of AI, is increasing workloads, accelerating change, and requiring professionals to continuously develop new skills.

Organizational Change and Uncertainty Restructuring, workforce reductions, shifting priorities, and ongoing change can create uncertainty, reduce engagement, and make it more difficult for leaders to maintain momentum and morale.

Hybrid Work Environments While hybrid work offers flexibility, it can also make relationshipbuilding, mentoring, visibility, and career advancement more challenging when organizations lack intentional practices to support connection and collaboration.

Gaps in Leadership Development and Employee Support Limited access to mentoring, coaching, career development opportunities, and transparent advancement pathways can hinder leadership growth and contribute to stalled career progression.

Together, these trends account for many of the challenges identified by PWH members, including time management, resistance to change, talent and bandwidth gaps, career advancement, employee engagement, and navigating the transition from tactical to strategic leadership.

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2 Section 2

Workplace Conditions That Intensify Challenges > Evidence points to a cluster of modern workplace conditions that can either intensify or alleviate the challenges identified

by PWH members. Across topics, poorly managed digital transformation, weak leadership, and low perceived organizational support intensify time pressure, role overload, resistance to change, disengagement after layoffs, and stalled career progression.4,6,8,12,19 > High workload and uncertainty from AI adoption and organizational restructuring can undermine wellbeing, psychological safety, and motivation to “grow where I am.”1,6,10,19

> Hybrid work environments without intentional relationshipbuilding practices may reduce visibility, mentoring opportunities, and career advancement, especially for remote employees facing proximity bias.8,9 Likewise, unclear strategies and misaligned organizational structures can leave managers focused on tactical execution rather than strategic leadership while limiting the resources, talent, and support needed to implement “big ideas” and drive meaningful change.6,7,12

Workplace Conditions That Support Leadership Growth > Supportive conditions are consistently similar across challenges. Transparent, participative, and employeecentered leadership approaches— often described as digital and coaching leadership—help increase empowerment, engagement, and organizational commitment while reducing stress associated with AI adoption and ongoing change.5,7,19,12

> Organizations that embrace AI while investing in employee training, skills development, and change capacity are better positioned to reduce perceived workload, strengthen engagement and improve performance.2,4,17,20 > Likewise, clear ethical guidelines, governance frameworks, and opportunities for employee input can help reduce resistance to AI and alleviate concerns about the impact on the workforce.1,3,11,18

> In hybrid work environments, structured learning opportunities, equitable performance and advancement processes, and intentional relationship-building practices, including mentoring, feedback, and inclusive communication, support career growth, self-advocacy, and meaningful professional connections despite distance, organizational change, or limited promotion opportunities.5,6,8,9

Top 12 Challenges Managing time effectively

Self-advocacy and visibility

Turning big ideas into action

Leading through resistance to change

Building meaningful relationships in a hybrid work environment

Staying engaged despite organizational change and layoffs

Transitioning from tactical role to strategic leadership

Navigating limited growth or promotional opportunities

Integrating AI into workflows

Growing and developing within current roles

Leading teams with talent and bandwidth gaps Advancing into leadership roles

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Understanding and Mitigating Key Leadership Challenges This table summarizes the key workplace conditions associated with the challenges identified by PWH members, along with evidence-based practices that can help organizations address them.

Challenges (clustered)

Key contributing conditions

Conditions that can help

Time management, Bandwidth/talent gaps, Implementing big ideas

High digital pace; Unclear priorities; under-resourced teams; Constant change 6,12

Prioritization and redesign of work, AI to offload routine tasks, Participative planning 4,3,12

Managing resistance to change, Integrating

Threat to resources/jobs, Low transparency, Lack of skills; weak voice 1,13,18,19

Training, participation, Coaching leadership, Ethical AI governance, Clear benefits framing 1,3,11,17,19

Advancing in leadership; Transitioning from tactical to strategic, Advocating for self

Proximity bias, Unclear criteria, Role overload, Limited development structures 9,12

Digital leadership development, Mentoring, Structured remote performance and career systems 5,7,8,9

Weak culture, Low psychological safety, Restructuring stress, Limited internal mobility 6,8,16

Inclusive digital culture, Wellbeing programs, Internal mobility, Meaningful work design, Resilient restructuring 4,5,6,8,12

Relationships in hybrid, Staying engaged amid layoffs/ low growth, Growing where I am

*Superscripts correspond to sources on references page.

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3 Section 3

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Experiences and challenges identified by PWH members reflect broader trends affecting women’s leadership development across industries.

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3 Section 3

Conditions Shaping Women’s Leadership Trajectories and Workplace Outcomes The experiences and challenges identified by PWH members reflect broader trends affecting women’s leadership development across industries. To better understand the factors that shape career progression, workplace experiences, and leadership outcomes, the PWH Cultural Inclusion & Diversity Committee reviewed research from McKinsey & Company in collaboration with LeanIn.org, the Pew Research Center, Catalyst, and the IZA Institute for Labor Economics. Together, these findings provide important context for understanding the systemic, organizational, and cultural conditions that influence women’s advancement and identify opportunities to strengthen leadership development, workplace inclusion, and long-term business performance.

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“Women in the Workplace 2021” McKinsey & Company & LeanIn.Org McKinsey & Company and LeanIn.Org’s Women in the Workplace 2021 report, based on data from 423 organizations representing approximately 12 million employees, examines the impact of the COVID-19 pandemic on women’s careers and leadership advancement.

The findings reveal that while women have made progress in representation, the leadership pipeline remains fragile and continues to be affected by structural barriers related to advancement, sponsorship, and workplace culture.

The report identifies persistent obstacles that limit women’s advancement into senior leadership roles. Women continue to encounter a “broken rung” at the first step into management, creating a leadership pipeline that narrows at each successive level. The research also found that women are more likely than men to leave their organizations after experiencing bias, burnout, limited support, and fewer opportunities for sponsorship and high-visibility assignments.

These challenges were particularly pronounced for women of color, LGBTQ+ women, and women with disabilities.

Key findings include: > Leadership advancement slows at middle management levels, limiting progression into senior leadership roles.

> Women experience higher rates of burnout, exhaustion, and stress than their male counterparts.

> Remote work reduced sponsorship visibility and access to advancement opportunities for many women.

> Women continue to receive fewer stretch assignments and less career support than men.

> Organizations that invested in accountability measures, sponsorship programs, and inclusive leadership practices achieved more equitable advancement outcomes.

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3 Section 3

Overall, the research suggests that leadership outcomes are influenced by more than individual performance. Access to sponsorship, visibility, development opportunities, and inclusive workplace practices play a critical role in determining who advances into leadership positions.

“How Americans See the State of Gender and Leadership” (2023) Pew Research Center The Pew Research Center’s research on gender and leadership explores how Americans perceive women’s advancement into leadership roles and the barriers that continue to affect leadership outcomes. The findings suggest that while many Americans recognize progress in women’s representation, they also believe significant obstacles remain.

Key findings include: > Many Americans believe women continue to face greater barriers to leadership advancement than men.

> Women are more likely than men to identify gender discrimination and promotion bias as significant obstacles.

> Public perceptions of leadership barriers vary across demographic and political groups.

Public perceptions of women in leadership:

58

%

*

Many respondents cite women having to prove themselves more than men.

55

%*

More than half of respondents believe there are too few women in top corporate executive roles.

50

%

*

Respondents citing gender discrimination.

> Skepticism persists as nearly half of Americans believe men will continue to hold more top leadership positions even as women advance into management roles.

The research highlights the influence of perception and culture on leadership outcomes. Bias and structural constraints shape workplace expectations, organizational priorities, and support for change initiatives. As a result, perceptions about who is suited for leadership—and the barriers women face in reaching those roles—can influence both individual career experiences and broader organizational practices.

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48

%*

Other respondents believe family responsibilities as major contributors to the underrepresentation of women in leadership.

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“Inclusive Leadership” (2023) Catalyst Catalyst’s research examines how leadership behaviors influence employee experiences, career advancement, and organizational performance. Drawing on a survey of more than 4,300 employees globally, the research suggests that inclusive leadership plays a critical role in fostering workplace environments where employees feel valued, supported, and empowered to contribute.

According to Catalyst, the “key to inclusive teamwork lies in cultivating three team norms: promoting expressions of difference, fostering a team coaching climate, and codifying fair team decision-making practices.”

The findings show that leaders who actively seek diverse perspectives, foster belonging, and address bias help create conditions that strengthen retention, innovation, engagement, and performance.

Inclusive leadership also supports women’s advancement by reducing exclusionary workplace dynamics and expanding access to opportunities for growth and development.

Catalyst identifies three leadership practices that consistently contribute to more inclusive and effective workplace cultures: AWARENESS OF BIAS

FOSTERING BELONGING

EQUITABLE PRACTICES

Recognizing and addressing personal and organizational blind spots that may influence decisions and opportunities.

Creating environments where employees feel psychologically safe to contribute, share ideas, and speak openly.

Implementing fair and transparent processes for hiring, sponsorship, development, evaluation, and advancement.

The research suggests that inclusive leadership is not simply a cultural aspiration—it is a practical leadership approach that strengthens employee engagement, supports leadership development, and contributes to stronger organizational performance.

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3 Section 3

“Revisiting Occupational Segregation and the Valuation of Women’s Work” (2025) IZA Institute for Labor Economics Research from IZA Institute for Labor Economics examines how occupational segregation and labor market structures continue to influence compensation, career advancement, and leadership opportunities for women. Using Current Population Survey data spanning more than five decades (1972–2024), the research finds that women remain concentrated in many care- and service-oriented occupations, while occupations with higher concentrations of women continue to be systematically undervalued in the labor market.

The findings suggest that occupational segregation affects more than wages— it also influences long-term career mobility and access to leadership opportunities.

Researchers found that as the percentage of women in an occupation increases, wages tend to decline for both women and men working in those roles, indicating that work traditionally performed by women is often assigned less economic value.

The research highlights how labor market structures can influence leadership outcomes over time.

When certain occupations, skills, or career pathways are systematically undervalued, opportunities for advancement, compensation growth, and leadership development may also be affected. As a result, occupational segregation is not simply a workforce trend—it is a structural factor that can shape career trajectories and leadership opportunities throughout a professional’s career.

Key findings include: > Occupational gender segregation remains prevalent across many industries and professions. > Occupations with a higher concentration of women continue to experience lower wage valuation than occupations with higher concentrations of men. > Social, interpersonal, and caregiving skills are increasingly important in today’s workforce, but women get paid less than men for performing them. > Women working in occupations with lower pay and higher concentrations of women face additional barriers to advancement into higher-paying positions. > Even when women enter traditionally male-dominated fields, cultural and structural barriers can affect retention and career progression.

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Three Findings Leaders Cannot Ignore While each research source examines women’s leadership from a different perspective, the findings converge around several important themes.

Together, they suggest that leadership outcomes are shaped not only by individual capability and effort, but also by organizational structures, workplace culture, and broader societal and economic forces. Three findings are particularly relevant for healthcare leaders.

1. Structural Barriers Continue to Influence Leadership Advancement Across the research, women continue to face obstacles that affect career progression, compensation, visibility, and access to leadership opportunities. McKinsey identifies persistent gaps in promotion pathways and sponsorship, while IZA highlights how occupational segregation and the undervaluation of work traditionally performed by women can limit earnings and advancement opportunities. These barriers often accumulate over time, creating challenges that are not always visible through individual performance metrics alone.

Common examples include: >

Unequal access to sponsorship and high-visibility assignments

>

Promotion practices influenced by subjective assessments of potential

>

Occupational pathways that provide fewer opportunities for leadership advancement

>

Workplace structures that disproportionately affect women balancing professional and personal responsibilities

2. Culture and Perception Shape Workplace Outcomes The research consistently demonstrates that workplace culture influences employee engagement, retention, and advancement. Pew’s findings suggest that many Americans continue to recognize gender-related barriers to leadership, while Catalyst’s research highlights the critical role inclusive leadership plays in creating environments where employees feel valued and supported.

Leaders who foster belonging, encourage diverse perspectives, and implement equitable decision-making practices help create conditions that strengthen employee engagement, innovation, and organizational performance. Conversely, cultures that tolerate bias, lack transparency, or fail to provide meaningful development opportunities can hinder leadership growth and contribute to employee disengagement.

The findings from both the PWH member survey and external research suggest that employees evaluate organizations through both their personal experiences and the broader culture leaders create. Perceptions of fairness, belonging, access to opportunity, and leadership support influence engagement, retention, and career aspirations. As a result, workplace culture is not simply an employee experience issue—it is a strategic factor that affects leadership development, organizational performance, and talent retention.

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3 Section 3

3. Sustainable Progress Requires System-Level Action A common thread across all four research sources is that lasting progress requires more than individual resilience or professional development. Sustainable change occurs when organizations intentionally address the systems, policies, and practices that shape workplace experiences.

This includes: >

Establishing clear and equitable promotion pathways

>

Expanding access to mentoring and sponsorship

>

Increasing leadership accountability for talent development

>

Creating workplace policies that support employee wellbeing, flexibility, and long-term career growth

Organizations that take a systemic approach are better positioned to attract, retain, and develop highperforming talent while strengthening business performance and organizational culture.

What This Means for Healthcare Organizations For healthcare organizations, these findings have implications beyond workforce development. The ability to attract, retain, and develop talented leaders directly affects organizational performance, innovation, employee engagement, succession planning, and ultimately the quality of care delivered to patients.

As healthcare organizations navigate workforce shortages, evolving technologies, and increasing demands on leaders, creating environments where employees can thrive is both a leadership responsibility and a business imperative. Organizations that address barriers to advancement, invest in leadership development, and foster inclusive workplace cultures will be better positioned to build resilient teams and sustain long-term success.

Collectively, these findings reinforce an important conclusion: improving leadership outcomes requires intentional action at both the individual and organizational levels. Based on the research reviewed and the experiences shared by PWH members, the following commitments represent practical opportunities for organizations to strengthen workplace culture, leadership development, employee engagement, and long-term business performance.

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10 System-Level Commitments to Enhance Business Performance and Brand Perception

1 2 3 4 5

Shift from individual‑fixing to system‑fixing

Secure leadership accountability

Implement leave, flexibility, and anti‑harassment policies

Integrate inclusive practices at all levels of business management, talent acquisition, and retention

Make effective professional development accessible

Make learning a cultural practice

Adopt communication strategies to support these changes

6 7 8 9 10

Deploy mentoring programs intentionally

Help all employees learn how to network and benefit from it

Encourage collaboration across teams

Conclusion The experiences shared by PWH members and the research examined throughout this report point to a common conclusion: organizations achieve stronger outcomes when they intentionally invest in people. Leadership development, workplace belonging, mentorship, sponsorship, and equitable opportunities for advancement are not only workforce priorities—they are business priorities that influence engagement, retention, innovation, and organizational performance.

As healthcare organizations navigate workforce shortages, digital transformation, and increasing demands on leaders, attracting, developing, and retaining highperforming talent has never been more important. Organizations that foster inclusive workplace cultures, create meaningful opportunities for growth, and address systemic barriers to advancement are better positioned to build resilient teams, strengthen long-term performance, and improve the experiences of both employees and patients.

The findings in this report reinforce that meaningful progress requires intentional action at both the individual and organizational levels. By investing in leadership development, fostering workplace belonging, and creating environments where professionals can thrive, healthcare organizations can help shape a stronger future for the industry, the workforce, and the patients they serve.

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References

Sources for pages 10-13: 1. PWH Membership Committee.

(2025). “PWH Annual Member Survey.”

Professional Women in Healthcare (PWH).

2. American College of Healthcare Executives (ACHE). (2020). “Comparing Career Progressions of Women and Men Healthcare Executives.”

Healthcare Executive, 8: https://www.healthcareexecutive.org/ archives/september-october-2020/ comparing-career-progressionsof-women-and-men-healthcareexecutives?_gl=1*1gnrx7l*_ gc%E2%80%A6. Verified April 1, 2026.

3. Benson, Alan, Danielle Li, and Kelly Shue. (2026). “‘Potential’ and the Gender Promotion Gap.” American Economic Review, 116(2): 375–417 https://doi.org/10.1257/aer.20220831 Sources for pages 16-19: Consensus, March 27, 2026, prompt: Drawing from evidence-based research on leadership development and business management scholarship published since 2020, please track bibliographic information and provide a 200-word summary, including conditions that contribute to- and conditions that can mitigate the following 12 challenges: 1. Bankins, S., Ocampo, A. C., Marrone, M., Restubog, S. L. D., & Woo, S. E. (2024). A Multilevel Review of Artificial Intelligence in Organizations: Implications for Organizational Behavior Research and Practice. Journal of Organizational Behavior, 45(2), pgs. 159–182. https:// doi.org/10.1002/job.2735

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2. Roux, M., Chowdhury, S., Kumar Dey, P. et al. (2025). Small and Medium-sized Enterprises as Technology Innovation Intermediaries in Sustainable Business Ecosystem: Interplay Between AI Adoption, Low Carbon Management and Resilience.

Annals of Operations Research, 355, pgs.

1537–1586. https://doi.org/10.1007/ s10479-023-05760-1 3. Anne D. Trunk, Hendrik Birkel, E. Hartmann. (2020). On the Current State of Combining Human and Artificial Intelligence for Strategic Organizational Decision Making. Business Research, 13, pgs. 875-919. https://doi.org/10.1007/ s40685-020-00133-x 4. M. Rožman, D. Oreški, P. Tominc.

(2023). Artificial-Intelligence-Supported Reduction of Employees’ Workload to Increase the Company’s Performance in Today’s VUCA Environment. Sustainability, 15(6), pg. 5019. https://doi.org/10.3390/ su15065019 5. Zhenli Li, Cuibai Yang, Zhuohang Yang, Yunlu Zhao. (2024). The Impact of Middle Managers’ Digital Leadership on Employee Work Engagement. Frontiers in Psychology, 15:1368442. https://doi.org/10.3389/ fpsyg.2024.1368442 6. Madeleine Pickles. (2025). Designing a Strategic Restructuring Implementation Framework for Organisational Resilience: Insights from an Engineering and Technology Firm. Journal of Information Systems Engineering and Management, 10(47s), pgs. 761-776. https://doi. org/10.52783/jisem.v10i47s.9340

7. Timo J. J. Brunner, Tobias Schuster, Claudia Lehmann. (2023). Leadership’s Long Arm: The Positive Influence of Digital Leadership on Managing TechnologyDriven Change Over a Strengthened Service Innovation Capacity. Frontiers in Psychology, 14:988808. https://doi. org/10.3389/fpsyg.2023.988808 8. Nataliya Karpenko, Oleksandr Safronkin, Oleksandr Karpenko, Oleksandr Chernov.

(2025). Current Trends and Practices of HR Management in the Conditions of Digitalisation of the Economy.

Management and Business, pgs. 32-42. https://doi.org/10.59214/mb/2.2024.32 9. Hassan Arif Siddiqui, Azmat Ali Khan, Huma Maqsood, Rizwan Hanif, Waheed Akram. (2025). Optimizing Remote Workforce Performance and Career Growth: Strategies for Effective Management, Development, and Employee Engagement in A Digital-First Era. Research Journal for Social Affairs, 03(02), pgs. 509-525. https://rjsaonline.com/journals/index. php/rjsa/article/view/177 10. P. Budhwar, Soumyadeb Chowdhury, Geoffrey Wood, Herman Aguinis, Greg J. Bamber, Jose R. Beltran, Paul Boselie, Fang Lee Cooke, Stephanie Decker, A. Denisi, P. Dey, D. Guest, Andrew J. Knoblich, A. Malik, J. Paauwe, S. Papagiannidis, Charmi Patel, V. Pereira, Shuang Ren, Steven C. Rogelberg, Marc N. K. Saunders, Rosalie L. Tung, A. Varma. (2023). Human Resource Management in the Age of Generative Artificial Intelligence: Perspectives and Research Directions on ChatGPT. Human Resource Management Journal, pgs. 606-659. https://doi.org/10.1111/1748-8583.12524

PWH® 2026 Insights Paper: State of Professional Women in Healthcare • mypwh.org

11. Murale Venugopal, Vandana Madhavan, Rajiv Prasad, R. Raman.

(2024). Transformative AI in Human Resource Management: Enhancing Workforce Planning with Topic Modeling.

Cogent Business & Management, 11(1), pgs. 2-23. https://doi.org/10.1080/2331 1975.2024.2432550 12. Brigid Trenerry, Samuel Chng, Yang Wang, Zainal Shah Suhaila, S. S. Lim, Han Yu Lu, Peng Ho Oh. (2021). Preparing Workplaces for Digital Transformation: An Integrative Review and Framework of Multi-Level Factors. Frontiers in Psychology, 2:620766, pgs. 1-24. http://doi.org/10.3389/ fpsyg.2021.620766 13. Veronika Cieslak, C. Valor. (2024).

Moving Beyond Conventional Resistance and Resistors: An Integrative Review of Employee Resistance to Digital Transformation. Cogent Business & Management, 12(1), pgs. 1-31. https://doi.org/10.1080/23311975.202 4.2442550 14. Jesna Lafortune Bindel Sibassaha, Jean Baptiste Bernard Pea-Assounga, Prince Dorian Rivel Bambi. (2025).

Influence of Digital Transformation on Employee Innovative Behavior: Roles of Challenging Appraisal, Organizational Culture Support, and Transformational Leadership Style. Frontiers in Psychology, 16:1532977, pgs. 1-28. http://doi. org/10.3389/fpsyg.2025.1532977 15. Lindsey D. Cameron. (2024). The Making of the “Good Bad” Job: How Algorithmic Management Manufactures

Consent Through Constant and Confined Choices. Administrative Science Quarterly, 69(2), pgs. 458-514. https://doi. org/10.1177/00018392241236163 16. Draksha Safdar Khan. (2024).

Organizational Behaviour insights: Examining dynamics of Workplace Culture and Employee Interaction in Modern Organizations. International Journal for Multidimensional Research Perspectives, 2(5), pgs. 37-53. https://doi.org/10.61877/ijmrp.v2i5.145 17. P. Dey, Soumyadeb Chowdhury, Amelie Abadie, E. Yaroson, Sobhan Sarkar. (2023).

Artificial Intelligence-driven Supply Chain Resilience in Vietnamese Manufacturing Small- and Medium-sized Enterprises.

International Journal of Production Research, 62(15), pgs. 5417–5456. https://doi.org/10.1080/00207543.202 3.2179859 18. Subhash D. Pawar, Vrushali Dhumal.

(2024). The Role of Technology in Transforming Leadership Management Practices. Multidisciplinary Reviews, 7(4):2024066. http://doi.org/10.31893/ multirev.2024066 19. Jeeyoon Jeong, Byung-Jik Kim, Julak Lee. (2024). Navigating AI Transitions: How Coaching Leadership Buffers Against Job Stress and Protects Employee Physical Health. Frontiers in Public Health, 12:1343932. http://doi.org/10.3389/ fpubh.2024.1343932

(2024). How does artificial intelligence impact employees’ engagement in lean organisations? International Journal of Production Research, 63(3), 1011–1027. https://doi.org/10.1080/00207543.202 4.2368698 Sources for pages 22-29: 1. “Women in the Workplace 2021.”

(2021). McKinsey & Company & LeanIn.Org. https://wiw-report.s3.amazonaws.com/ Women_in_the_Workplace_2021.pdf 2. Menasce Horowitz, Juliana. (2023).

“How Americans see the state of gender and leadership in business.” Pew Center Research, 9: https://www.pewresearch. org/short-reads/2023/09/27/howamericans-see-the-state-of-genderand-leadership-in-business/?utm_ source=chatgpt.com Verified April 1, 2026.

3. Brassel, Sheila, Tara Van Bommel, and Kathrina Robotham. (2023). Three inclusive team norms that drive success.

Catalyst. https://www.catalyst.org/ insights/2022/inclusive-team-normssuccess?utm_source=chatgpt.com 4. Liepmann, Hannah and Ariane Hegewisch. (2025). Revisiting Occupational Segregation and the Valuation of Women’s Work. IZA Institute of Labor Economics. https://docs.iza.org/ dp18291.pdf?utm_source=chatgpt.com

20. G. Tortorella, Daryl Powell, P. Hines, Alejandro Mac Cawley Vergara, Diego Alfredo Mendoza Tlapa, Roberto Vassolo.

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