Service quality and maturity of health care organizations through the lens of Complexity Leadership Theory

Rationale, aims and objectives This research focuses on Complexity Leadership Theory and the relationship between leadership—examined through the lens of Complexity Leadership Theory—and organizational maturity as an indicator of the performance of health organizations. Methods The research adopts a perspective that conceptualizes organizations as complex adaptive systems and draws upon a survey of opinion of 189 managers working in Serbian health organizations. Results and Conclusions As the results indicate a dependency between functions of leadership and levels of the maturity of health organizations, we propose a model that connects the two. The study broadens our understanding of the implications of complexity thinking and its reflection on leadership functions and overall organizational performance. The correlations between leadership functions and maturity could have practical applications in policy processing, thus improving the quality of outcomes and the overall level of service quality.