Unraveling the complexities associated with leadership during times of supply chain crisis: a study on the healthcare sector

Abstract

The role of leadership during times of crisis has attracted significant attention in academic literature; however, the impact of crisis leadership on mitigating supply chain disruptions in the healthcare sector remains a relatively under-researched area. This study aims to bridge the gap in supply chain leadership theory. We employed an inductive approach to develop a crisis leadership theory focused on mitigating supply chain disruptions within the healthcare sector. To gather insights, we conducted in-depth semi-structured interviews with 33 participants from the healthcare sector who navigated the challenges posed by the COVID-19 crisis. Drawing on the participants’ experiences and utilizing Gioia’s framework, we established a three-order data structure encompassing Leadership Attention Scope (LAS), Crisis Leadership (CL), and Mitigation of Supply Chain Disruption Strategies (MSCD). Furthermore, we developed a conceptual model based on the interplay of these three constructs. The model elucidates the Attention-Based View (ABV) and Upper Echelon Theory (UET) in the context of healthcare crisis, explaining the role of crisis leaders. This study significantly contributes to the ABV, UET, and supply chain risk management theories. Additionally, the findings provide valuable guidance for healthcare professionals, including chief medical officers, procurement managers, healthcare center directors, policymakers, and OPD staff involved in addressing healthcare supply chain disruptions. Finally, we outline the study’s limitations and suggest directions for future research.