Nurse Margaret Lee Transitions to CEO at Alexandra Hospital

In a notable shift within the healthcare sector, Margaret Lee has been appointed as the new chief executive officer of Alexandra Hospital, effective January 1, 2026. Lee’s journey is remarkable, as she is one of the few nurses in Singapore to ascend to a C-suite role, particularly given her unexpected entry into the healthcare field.

“It is rare for a nurse, especially one who never even intended to join healthcare, to be in the C-suite, let alone CEO of a hospital,” Lee stated in an interview. “But I don’t let my unconventional background stop me – in fact, it’s an advantage. I bring with me perspectives others may not have thought about.” Despite initially struggling academically, nursing became a path for Lee after her GCE O-Level results limited her options. She began her career in 2001 as a clinical nurse at National University Hospital (NUH), eventually specializing in intensive care.

Building Confidence in Leadership

Lee’s ascent to leadership was not instantaneous. Early in her career, she experienced imposter syndrome while serving as a liver dialysis coordinator. In this role, she managed junior nurses and interacted with senior leaders and vendors, often feeling unsure of her authority. “It was a steep learning curve for me,” she noted. “Nurses weren’t always exposed to the management aspects of work if we were purely providing direct care, but I had to do all of these – even when I didn’t feel sure.”

Over time, her confidence grew, particularly as she recognized the impact of her leadership decisions on staff morale and patient care. For example, after voicing concerns about long shifts, the hospital invested in more efficient equipment to alleviate burdens on nurses, allowing them to focus on patient care.

In 2016, Lee took on a broader role as nursing lead during the planning of the current Alexandra Hospital campus. By 2019, she became the chief nurse at Alexandra Hospital and was later appointed deputy chief executive officer after steering her team through the challenges of the COVID-19 pandemic.

“I realised that while managing others was hard, the role made it possible for me to let the voices of nurses and various other staff be heard,” Lee explained. She emphasized the importance of diversity in leadership, stating, “When everyone in the boardroom comes from the same background – when everyone used to be schoolmates or former colleagues – that’s when there’s a high risk of groupthink.”

Fostering a Culture of Growth and Innovation

Lee’s appointment comes at a critical time for Alexandra Hospital, which is undergoing a significant redevelopment aimed at expanding its capacity from 300 to 1,300 beds by 2028. Alongside this expansion, there is an urgent need to adapt healthcare delivery to meet the demands of an ageing population with complex health issues.

“Knowing all these complex issues in mind, thinking out of the box isn’t just a luxury or nice-to-have, it’s necessary,” she remarked. Lee advocates for continuous learning and the responsible use of artificial intelligence (AI) tools in hospital settings. She acknowledges that while some staff view AI as intimidating, it can enhance efficiency and support new ways of thinking.

To address this, Lee supports optional AI workshops for staff, aiming to demystify the technology and encourage innovation across departments. “Innovation, like diversity, can feel like a loaded buzzword, but it’s really about introducing new ideas,” she explained. “Shying away from innovation will only sabotage the hospital.”

Recognizing the challenges facing the healthcare workforce, Lee asserts that altruism alone cannot sustain staff. “People need to feel they are learning, growing and staying relevant,” she stated. Her leadership philosophy is rooted in the belief that fulfillment comes from providing opportunities for staff development and ensuring that service remains a choice rather than a burden.

Lee’s vision for Alexandra Hospital emphasizes a commitment to listening to staff concerns and implementing practical changes. During the pandemic, she witnessed the toll that burnout took on her colleagues, leading her to advocate for flexible working arrangements and improved support systems. “If people stop growing, they’re stretched way too thin for little to no reason, and then they leave,” she noted. “When good people leave, good leaders must listen – and change.”

As Lee prepares to take on her new role, she embodies the potential for transformation within the healthcare industry, encouraging a culture that prioritizes both staff well-being and innovative patient care.