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LEADERSHIP AS A CATALYST FOR HEALTHCARE TRANSFORMATION AND INNOVATION: EVIDENCE FROM HAMAD MEDICAL CORPORATION
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2026-06
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Fatima Al Jalili_ OGS Approved Project.pdf
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Abstract
Large healthcare organizations operate in complex environments where effective leadership is essential for coordination, innovation, and long-term transformation. This study explores how different leadership styles influence transformation outcomes within a major healthcare organization in Qatar, with particular attention to the role of dynamic capabilities and collaborative practices. A quantitative, explanatory approach was used, with data collected through a structured survey of healthcare professionals from both clinical and administrative areas. Structural Equation Modeling (PLS-SEM) was applied to examine the relationships between leadership styles, dynamic capabilities (sensing, seizing, and reconfiguring), external collaboration, open innovation, and organizational outcomes. The results show that leadership plays a key role in shaping both dynamic capabilities and collaborative practices. Specifically, sensing capabilities, reconfiguring processes, and open innovation have a strong positive impact on organizational outcomes. In contrast, external collaboration and seizing capabilities do not show a direct significant effect, highlighting the importance of strong internal alignment and integration. Overall, the study adds practical and empirical insights to the fields of leadership and dynamic capabilities, offering useful guidance for healthcare leaders aiming to improve transformation performance.