Big data, human leadership, and firm success: exploring the servant leadership advantage

Abstract

Purpose This study investigates how Big Data Analytics Capability (BDAC) influences firm performance in the healthcare sector and examines the mediating role of servant leadership in this relationship. Despite extensive research on leadership and digital transformation, limited studies explore how human-centric leadership styles facilitate the translation of data capabilities into organizational performance − particularly in ethically sensitive, data-rich healthcare environments. This study addresses this gap by integrating perspectives from the Resource-Based View (RBV) and sociomaterialism theory. Design/methodology/approach A quantitative, cross-sectional design was employed using data collected from 150 doctors in middle and top management roles across private and multi-specialty hospitals in the Delhi NCR region of India. Respondents were selected through a combination of convenience and snowball sampling. Structural Equation Modeling (SEM) using the Lavaan package in R was applied to test the hypothesized relationships and mediation effects. Findings Results reveal that BDAC has a significant positive impact on firm performance and that servant leadership partially mediates this relationship. The findings indicate that BDAC enhances organizational outcomes not merely through technological investment but through leadership practices that promote trust, inclusivity, and ethical decision-making. Research limitations/implications The study’s cross-sectional design limits causal inference, and the focus on a single regional healthcare ecosystem may constrain generalizability. Future research should adopt longitudinal or cross-sectoral approaches to further validate these findings and explore potential moderating effects of culture and organizational maturity. Practical implications The study offers concrete strategies for healthcare leaders, including the integration of data-literacy and servant-leadership training, ethics-driven data governance frameworks, and decision-support systems aligned with human values. These interventions can help organizations transform data-driven insights into patient-centered, ethically sound, and performance-enhancing actions. Originality/value This study advances theory by positioning servant leadership as a socio-cognitive and ethical mechanism that activates the latent value of BDAC. It extends the RBV framework by demonstrating how intangible human capabilities complement technological resources, and it enriches sociomaterialism theory by emphasizing human–technology interdependence in healthcare decision-making.

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