Leadership Agility and Public Sector Innovation in the UAE Through a Structural Framework for Transformational Change

Abstract

In an era marked by rapid institutional change and rising citizen expectations, public sector organizations must enhance their adaptive capacity to remain effective. This study investigates the role of agile leadership in driving organizational transformation within the UAE public sector, with innovation capability examined as a mediating variable. A theoretical framework was developed, informed by leadership agility theory, dynamic capabilities theory, and public-sector innovation models. Data were collected from 386 public employees, including teachers, police officers, and firefighters, and analysed using SmartPLS structural equation modelling. The empirical findings revealed that agile leadership does not significantly influence organizational transformation directly. Instead, its effect is fully mediated by innovation capability, particularly political and social competencies, with a strong indirect path coefficient (β = 0.615, p < 0.001). These results emphasize the crucial role of innovation as a conduit through which agile leadership translates into transformational outcomes. The study offers theoretical and practical implications for policymakers aiming to align governance with national development goals such as We the UAE 2031 and UAE Centennial Plan 2071.