Perceptions of Sustainable Leadership in Australian Healthcare

Abstract

Purpose: Sustainable leadership is essential for addressing workforce shortages, technological advancements, and increasing regulatory demands in Australian healthcare. Many healthcare leaders assume their roles based on clinical expertise rather than formal leadership training, highlighting the need for structured support. This study explores sustainable leadership in Australian healthcare, identifying key challenges, support mechanisms, and strategies for improvement. Methods: A cross-sectional survey was conducted among 276 managers, leaders, and supervisors working in Australian healthcare organisations. Participants were recruited through professional networks, social media, and direct invitations. The survey, administered via Qualtrics, examined leadership training, characteristics of sustainable leadership, challenges, and available support systems. Quantitative data were analysed using IBM SPSS Statistics, while qualitative responses underwent thematic analysis. Results: Leadership training was primarily informal, with limited access to structured programs due to time and financial constraints. Sustainable leadership was defined as balancing operational demands with long-term planning, ethical decision-making, and fostering a resilient workplace culture. Key challenges included staff retention, change management, and hierarchical structures limiting innovation. Support for leaders was inconsistent, with male leaders reporting higher perceived support. Systemic barriers, such as outdated leadership models and a focus on financial performance over workplace culture, restricted sustainable leadership implementation. Conclusion: To enhance sustainable leadership, organisations must prioritize structured training, mentorship, and inclusive leadership pathways. Addressing systemic barriers and redefining leadership success beyond financial metrics will strengthen leadership resilience, reduce burnout, and improve healthcare outcomes.