Leadership agility in UAE public health care: enabling an agile mindset during digital transformation

Purpose This study aims to examine how leadership agility shapes the development of an agile mindset within public health care organizations in the United Arab Emirates (UAE) during periods of digital and organizational transformation. It investigates how leaders at different levels of agility influence adaptability, collaboration and learning in highly regulated, hierarchical health-care environments. Design/methodology/approach A qualitative, multiple case study design was used. Data were collected through semistructured interviews with senior and middle managers, clinical leaders and document analysis across three UAE public health-care organizations. Thematic analysis was conducted using leadership agility theory to guide coding, interpretation and cross-case comparison. Findings Leadership agility operates along a developmental continuum. Expert- and achiever-level behaviors ensured operational stability, regulatory compliance and strategic alignment with national agendas, while catalyst, cocreator and synergist practices fostered adaptability, collaboration, innovation and learning. Organizational culture, learning orientation and strategies for managing resistance to change were identified as critical enablers or constraints in cultivating an agile mindset. Practical implications The study provides actionable insights for leaders and policymakers, emphasizing the need for context-sensitive, culturally informed leadership. Developing higher-level agile capabilities, fostering learning-oriented cultures and reframing resistance as feedback can enhance organizational responsiveness and sustainable transformation. Originality/value This research extends leadership agility theory by offering empirical evidence from a non-Western, public-sector health-care context, demonstrating how leadership agility interacts with culture and learning to enable agile mindsets in complex, regulated organizations.