Unlocking Strategic Agility between Sustainable and Situational Leadership for Organizational Performance

Khadija Muhammad Hussain  Marvi; Muhammad Sarmad; Muhammad Babur

doi:10.62019/abgmce.v5i2.177

Authors

Khadija Muhammad Hussain Marvi Department of Management Sciences, Foundation University School of Sciences and Technology, Rawalpindi, Pakistan.
Muhammad Sarmad Riphah School of Leadership (RSL), Faculty of Management Sciences (FMS), Riphah International University, Islamabad, Pakistan.
Muhammad Babur Department of Business Administration, Foundation University School of Sciences and Technology, Rawalpindi, Pakistan

DOI:

https://doi.org/10.62019/abgmce.v5i2.177

Abstract

Purpose: This study examines the sustainable and situational leadership effect on organizational performance under the strategic agility boundary condition. The examination is pursued with contingency theory perspective in underdeveloped country context. SDG-08 and SDG-11 were pursued through said relationships analysis.

Methodology: The quantitative method, deductive approach and applied type of research is applied under positivism research philosophy. The adopted and adapted questionnaires were circulated among 203 medical billing companies’ executives across healthcare sector and data was analyzed through advanced statistical techniques. It aims to examine the relationships among sustainable leadership, situational leadership, strategic agility, organizational performance, and management direction.

Novelty: This research uniquely integrates sustainable and situational leadership with strategic agility and management direction to explain their combined impact on organizational performance in the healthcare sector of Pakistan.

Findings & Implications: The analysis revealed that situational and sustainable leadership effects organizational performance under mediating role of management director, which highlights the significance of strategic planning. The moderating role of strategic agility played a crucial role in strengthening the relationship between leadership styles and management direction for better outcomes at all levels of organization. Such findings provide recommendations for strategic integration of resources, particularly in healthcare sector and generally in other relevant sectors.