Superior leadership as a predictor of effective error management: insights from the Saudi Ministry of Health

Purpose This study aims to address a critical gap by investigating how superior leadership (SL) influences error management (EM) at the Saudi Ministry of Health (MOH). It empirically explores how SL dimensions like empowerment foster a comprehensive EM in a non-Western context, moving beyond general assumptions to provide needed, context-specific empirical insights. Design/methodology/approach A descriptive and analytical design was used, using a survey approach. Data was collected from a simple random sample of 322 MOH employees in Saudi Arabia. A customized questionnaire measured both EM and SL dimensions as defined within this research. Findings Results reveal that SL significantly impacts EM. “Encouraging creativity/innovation” promoted error reporting by mitigating fear of reprisal, whereas empowerment was found to enhance organizational learning. A “supportive environment” promoted knowledge sharing, fostering a positive EM. Research limitations/implications Despite the limited focus and survey methodology of this study, it highlights the pivotal role of leadership in health emergencies. It calls for MOH policies to promote leadership excellence and a learning culture through training and empowerment. By addressing this gap, the present study provides new regional insights, necessitating further research on this dynamic. Originality/value This study’s originality lies in empirically investigating how specific leadership dimensions influence EM facets in the novel context of the Saudi MOH. It fills a research void by providing context-specific evidence, moving beyond generalizations to offer an empirically backed understanding of leadership’s critical role in building resilient systems.