Since the publication of that report, healthcare has evolved dramatically, adding new layers of complexity to managing a pharmacy enterprise. Today’s leaders must manage launching new business lines, optimizing medication-related services, and leading a workforce strained by burnout and shortages.

Sara’s report was groundbreaking, but we knew the time had come to take a fresh look at where we stand today on pharmacy leaders’ job satisfaction, career development, and work-life balance.

Today, I’m proud to share Pharmacy Executive and Mid-Level Manager Perceptions of Leadership in Contemporary Health-System Pharmacy, a new report, guided by Sara’s research, exploring how today’s leaders view their jobs and identifying opportunities to provide new layers of support. The report is supported by a grant from the ASHP Foundation and published ahead of print in AJHP.

Overall, the outlook is positive. Most of the nearly 800 senior and mid-level pharmacy leaders who responded to our survey said they were satisfied or very satisfied in their positions during the prior twelve months. Importantly, they said they would pursue leadership in hospital or health-system pharmacy again if they had the chance to start over.

But the survey also identified ongoing challenges. While most respondents reported being satisfied with their leadership roles, 30% reported a decrease in job satisfaction compared to the prior 12 months. That dissatisfaction is most pronounced among mid-level managers, who also showed lower interest in pursuing advanced leadership roles.

Nearly all respondents reported work-life balance as moderate to very important, but a smaller percentage noted their current level of work-life balance as moderately or extremely in balance.

Most of the leaders said they are not looking to leave their roles or institutions, reinforcing the need for professional development programs and succession planning. Three-fourths of respondents, however, agreed there is a severe shortage of candidates for pharmacy leadership positions and reported their pharmacy departments did not have a structured succession planning process.

The report offers insights that will help ASHP guide our future efforts. The responses suggest, for example, that middle management is at a critical juncture, a finding that reinforces the need to dig deeper and learn how we can best support this group.

But we also want leaders to know what is available now.

The ASHP Leadership Center™ is a one-stop shop for our extensive training and education. We are proud to offer programs that give participants the opportunity to complete an intensive curriculum — and connect with their peers for one-on-one support. Prime examples include the Certified Pharmacy Executive Leader^SM credential, Pharmacy Executive Leadership Alliance^®, the ASHP Foundation’s Pharmacy Leadership Academy^®, and the annual ASHP Conference for Pharmacy Leaders.

We know there’s more to be done. I encourage you to read the report, which marks a significant effort to measure the experience of pharmacy executive leaders in today’s environment. I hope you, as members and volunteers, will continue to be part of ASHP’s critical efforts to help ensure that the pharmacy leaders of today and tomorrow have what they need to help us all succeed.

I believe that the present and future are extremely bright for all pharmacy professionals in hospitals and health systems, and ASHP is here to support you throughout your entire career.

Thank you, as always, for all you do for your patients and our profession.

Sincerely,

Paul

Posted on October 30, 2025