Abstract
BACKGROUND: Uncertain times require healthcare entities to demonstrate strong leadership, develop digitalisation, and respond to change in a creative and flexible manner. Based on emerging new institutional theory, we developed and tested a model of how digital transformational leadership (DTL) affects digital intensity (DI) among healthcare entities through the mediating role of organisational agility (OA). In this article, we also examine the moderating role of the country in the studied relationship. METHODS: The study population consisted of 400 managers of primary healthcare entities from Poland and the Netherlands. Data was collected using a questionnaire method with a seven-point Likert scale. The gathered data was analysed using descriptive statistics and structural equation modelling (SEM). The analysis was performed using the statistical package SPSS with Andrew F. Hayes PROCESS macro and AMOS v. 29 (Predictive Solution, Poland). RESULTS: The results of structural equation modelling (SEM) revealed that DTL directly and indirectly affects DI, and OA mediates this relationship. Moreover, this indirect effect is moderated by a country. CONCLUSION: This study contributes to the development of DI and offers practical insights for managers of primary healthcare entities navigating the uncertainty and volatility of the post-pandemic market. Ultimately, this work provides important insights into the leadership style and agility of healthcare organizations in relation to digital transformation, considering the healthcare system's role.