The Impact of Leadership Styles on Organizational Agility at King Abdullah University Hospital

Background: This study focuses on the dynamics of leadership and organizational agility, offering a lens through which to assess how different leadership styles affect adaptability and effectiveness in healthcare environments. In particular it explores the influence of transactional, transformational, laissez faire, and visionary leadership on organizational agility at King Abdullah University Hospital. Methods: Data was collected through a self-reported survey from 250 healthcare employees, including doctors, residents, and heads of medical and administrative departments. The sample type (cross sectional survey). A quantitative analysis (person correlations and regression) was conducted to measure and analyze the collect data. Results: According to the research results, the results show that there is a significant positive relationship between visionary (B = 0.979, p < 0.05), transactional (B = 0.233, p < 0.05), and transformational leadership (B = 0.700, p < 0.05) and organizational agility, while laissez-faire leadership was found to have a negative relationship with organizational agility (B = −0.584, p < 0.05) at King Abdullah University Hospital. Conclusion: The findings of this study contributes to leadership and organizational agility research by highlighting how leadership styles shape agility in the healthcare sector. The findings offer practical insights for hospital administrators seeking to enhance agility and optimize operational efficiency and effectiveness.