Internationally, almost all healthcare settings have highlighted current and predicted challenges in workforce recruitment and retention [1]. Unless this is addressed, patients, staff and systems will suffer. Healthcare leaders share responsibility for proactively seeking solutions to address current global workforce issues. One recognised way, drawn from organisational psychology literature, is to identify ways in which staff feel supported in their workplace, including the concept of thriving. Yet what does it mean to thrive as a healthcare employee, and to lead a thriving healthcare workforce?
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Abrams et al. (2026) studied this question.
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