The implications of leadership for organizational performance in Saudi drug rehabilitation centers: the mediating role of quality management practices

Purpose Informed by social exchange and resource-based view theories, this study proposes and tests a model of the association between different types of leadership (transformational (TFL), transactional (TL) and servant leadership (SL)), quality management practices (QMPs), organizational culture, and organizational performance (OP) of drug rehabilitation centers in the Kingdom of Saudi Arabia (KSA). Design/methodology/approach Data were collected from 420 medical staff members at six governmental drug rehabilitation centers located in different regions of KSA. Findings The results showed that TFL and SL styles were positively associated with both QMPs and OP, whereas TL had no significant effect. QMPs positively mediated the relationship between leadership style and OP. Additionally, organizational culture influenced both OP and QMPs; however, it had no effect on leadership styles. Practical implications The findings of this study have management implications that can help healthcare organizations in KSA, including drug rehabilitation centers, adopt the most effective leadership style to improve QMPs and OP. Originality/value This study is among the first to examine the combined effects of TFL, TL, and SL on OP while assessing the mediating role of QMPs. It contributes to the leadership and performance management literature by demonstrating how QMPs translate leadership into improved performance and extends social exchange and resource-based perspectives within the context of drug rehabilitation centers in KSA.