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For ages, leadership had been a persistent challenge facing healthcare organisations. There had been a lot of experiments and analyses to bring in effective leadership acumen in the realm of healthcare management. Like practitioners in all other sub-fields in the province of healthcare management, hospital managers and leaders also persistently faced challenges in this pursuit. Of late, some promising leaders came forth to set examples for enormous possibility of replication. One such example was often cited of John W Bluford III (Bluford), the President and Chief Executive Officer of The United States' (US) Truman Medical Centers (TMC). Prioritising the need of workforce, adequate community orientation and persistent quest for innovation formed the most important attributes of Bluford’s excellence in healthcare leadership. Such business lessons got sort of cult status in the milieu of contemporary healthcare management. However, Bluford had to face several challenges while going about his business, particularly the ones with safety net hospitals and learning many valuable business lessons in the process. As he was set to retire from TMC in the later half of 2014, debates started getting intensified concerning his succession as well as fruitful replication of his business lessons down the line. While challenges like manifold disparities entangling health scenario in the US were still there, analysts were upbeat concerning the fortitude of Bluford's mission-centric business model with customer-oriented service.