Hospital Leadership: The Impact of Social Identity on Perceptions of Leadership Effectiveness. An Interpretive Phenomenological Analysis

<p dir="ltr">The recent COVID-19 pandemic, which dramatically reshaped the global healthcare landscape, has underscored the critical importance of effective leadership and interprofessional collaboration within hospitals. Central to achieving sustainable healthcare outcomes is the ability of leaders to create a shared vision and to transcend entrenched professional boundaries. Existing literature on leadership and social identity suggests that leaders who are perceived as prototypical—those seen to represent the most influential group—are more likely to gain the support of their followers. In the hospital context, doctors are widely regarded as the most influential professional group, yet many Chief Executive Officers (CEOs) do not hold medical qualifications and therefore may not be perceived as prototypical leaders. This creates a significant challenge for non-medical leaders seeking to lead clinical professionals, particularly when they are seen as lacking the clinical credibility valued by the medical workforce. At the same time, many senior medical officers (SMOs) are reluctant to take on executive leadership roles due to competing clinical commitments, perceived loss of professional identity, or discomfort with administrative responsibilities. As a result, hospitals face a persistent leadership gap at the intersection of clinical and organisational domains.</p><p dir="ltr">This research explores the lived experiences of 14 senior healthcare executives—both medical and non-medical—working in Australian hospitals. Using Interpretative Phenomenological Analysis (IPA), the study investigates how social identity influences perceptions of leadership effectiveness and uncovers the strategies that leaders employ to foster credibility and support in a context where professional identities are strong and often contested.</p><p dir="ltr">The findings suggest that hospital CEOs who exhibit humility, engage in identity-aligned storytelling, and demonstrate a commitment to servant leadership are more likely to construct a shared identity, transcend professional divides, and promote meaningful collaboration across clinical and administrative domains. In doing so, they enhance perceptions of leadership effectiveness among diverse stakeholders.</p><p dir="ltr">This study makes a theoretical contribution to the literature on social identity theory, healthcare management, and medical leadership by offering new insights into how leadership credibility is constructed in complex, professionalised healthcare environments. Practically, the findings inform the development of leadership training programs, medical school curricula, and organisational strategies aimed at cultivating more inclusive, collaborative, and effective healthcare leadership.</p>