ArticleRisk management and healthcare policy2026
The Effect of Situational Leadership on Healthcare Service Quality Through Crisis Management and Resources Availability: The Moderating Role of Leader Experience.
Article in Risk management and healthcare policy, 2026. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
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Abstract
Healthcare organizations operating in fragile and conflict-affected environments face persistent challenges in maintaining service quality due to recurrent crises and severe resource constraints. In such contexts, leadership adaptability becomes a critical determinant of organizational resilience and service performance. Drawing on Situational Leadership Theory, this study examines the effect of situational leadership on healthcare service quality in private hospitals in Sana'a, Yemen, while exploring the mediating roles of crisis management and resource availability, and the moderating role of leader experience. A quantitative, cross-sectional design was employed using a stratified sampling approach. The data were collected from 319 healthcare professionals working in private hospitals in Sana'a using a structured questionnaire. Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypothesized relationships, including direct, mediating, and moderating effects. The results indicate that situational leadership has a strong and statistically significant direct effect on healthcare service quality (β = 0.52, p < 0.001). Situational leadership also significantly enhances crisis management (β = 0.61, p < 0.001) and resource availability (β = 0.47, p < 0.001). Both crisis management (β = 0.36, p < 0.001) and resource availability (β = 0.21, p < 0.01) positively influence service quality, with crisis management demonstrating a stronger mediating effect. Leader experience significantly moderates the relationship between situational leadership and service quality (β = 0.14, p < 0.05), such that the relationship is stronger among more experienced leaders. The model explains a substantial proportion of variance in healthcare service quality (
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