Evaluating the Relationship Between Strategic Leadership and Patient Satisfaction in Riyadh Health Clusters

Abstract

This study examined the impact of strategic leadership on patient satisfaction within the Riyadh Health Clusters in Saudi Arabia. Design: Employing a quantitative, cross‑sectional design, we surveyed 384 healthcare professionals including nurses, physicians, administrators, and technical staff; using a stratified random sampling approach. Methods: A structured questionnaire captured demographic data and measured perceptions of strategic leadership and patient satisfaction. Results: Respondents were predominantly male (68.2%), aged 26–35 years (78.2%), and held at least a bachelor’s degree (45.0%). Nurses comprised 78.7% of the sample, and most had 4–5 years of experience (49.3%). The regression analysis yielded an extremely weak correlation (R = 0.032) and explained only 0.1% of the variance in patient satisfaction (R² = 0.001). The model was not significant (F = 0.40, p = 0.528), nor was the standardized beta for strategic leadership (β = 0.032, t = 0.632, p = 0.528). Practically, a one‑unit increase in strategic leadership corresponded to a negligible 0.0197‑unit increase in patient satisfaction. Conclusions: Contrary to findings from other contexts, strategic leadership as measured here, does not appear to influence patient satisfaction in Riyadh’s health clusters. This null result suggests the need to investigate potential mediators (e.g., staff engagement, process quality), contextual factors, and longitudinal effects to fully understand leadership’s role in patient‑centered outcomes.