Building Patient-Focused Change: Strategic Leadership and Service Continuity in Private Hospitals in Lebanon

Abstract

This study examined the determinants of strategic and patient-focused change management in hospitals, emphasizing
leadership, employee engagement, crisis preparedness, service continuity, and change monitoring mechanisms. Data from 211 hospital staff underwent factor analysis, identifying six organizational dimensions: Strategic and Patient-Focused Change Management, Employee-Centered Leadership, Crisis Preparedness and Benchmarking, Public Policy Perception, Continuity in Clinical Service Delivery, Change Monitoring and Evaluation Tools, and Strategic Leadership for Change. Reliability analyses indicated strong internal consistency (Cronbach’s α = .843–.944). Multiple regression revealed that these factors collectively explained 76% of the variance in strategic and patient-focused change management (R² = .760, F(5, 205) = 129.58, p < .001), with strategic leadership as the most influential predictor (β = .421, p < .001).

The study’s originality lies in developing and empirically validating an integrated model that unites leadership behavior, organizational preparedness, and service continuity—dimensions previously examined in isolation. Situated within the COVID-19 context, it provides novel insights into how hospitals sustain resilience and patient-centered care during crises. The findings underscore the importance of visionary leadership, participatory management, and structured operational mechanisms, offering a comprehensive framework and practical guidance for healthcare administrators navigating complex organizational change.