Superior leadership as a predictor of effective error management: insights from the Saudi Ministry of Health

PURPOSE: This study aims to address a critical gap by investigating how superior leadership (SL) influences error management (EM) at the Saudi Ministry of Health (MOH). It empirically explores how SL dimensions like empowerment foster a comprehensive EM in a non-Western context, moving beyond general assumptions to provide needed, context-specific empirical insights. DESIGN/METHODOLOGY/APPROACH: A descriptive and analytical design was used, using a survey approach. Data was collected from a simple random sample of 322 MOH employees in Saudi Arabia. A customized questionnaire measured both EM and SL dimensions as defined within this research. FINDINGS: Results reveal that SL significantly impacts EM. "Encouraging creativity/innovation" promoted error reporting by mitigating fear of reprisal, whereas empowerment was found to enhance organizational learning. A "supportive environment" promoted knowledge sharing, fostering a positive EM. RESEARCH LIMITATIONS/IMPLICATIONS: Despite the limited focus and survey methodology of this study, it highlights the pivotal role of leadership in health emergencies. It calls for MOH policies to promote leadership excellence and a learning culture through training and empowerment. By addressing this gap, the present study provides new regional insights, necessitating further research on this dynamic. ORIGINALITY/VALUE: This study's originality lies in empirically investigating how specific leadership dimensions influence EM facets in the novel context of the Saudi MOH. It fills a research void by providing context-specific evidence, moving beyond generalizations to offer an empirically backed understanding of leadership's critical role in building resilient systems.