How leadership decisions can impact the sustainability of small businesses: a case study of global vitality clinic

Abstract

This study explores the impact of leadership decisions on the sustainability of small healthcare businessses, using Global Vitality Clinic in Bangkok as a case study. Catering primarily to expatriates and foreign visitors, the clinic faces challenges related to leadership style, cross-cultural dynamics, and organizational inefficiencies. A decline in revenue, attributed to reduced patient appointments and challenges in retaining long-term customer loyalty has been exacerbated by high managerial turnover and inconsistent decision-making. The owner’s transactional leadership style, combined with limited adaptability to a culturally diverse team, has further complicated these issues. Misalignment in expectations between the owner’s low power distance approach and employees’ preference for high power distance structures has resulted in misunderstandings, affecting staff morale and operational efficiency. This research contributes to the academic understanding of small business leadership by examining the intersection of cultural diversity and leadership styles in healthcare settings. It highlights how issues such as unclear task delegation, inequitable reward systems, and cross-cultural misalignment reduce job satisfaction and productivity. The study offers actionable recommendations for clinic owners and managers to adopt leadership strategies that prioritize empowerment, cross-cultural sensitivity, and long-term planning. These insights are particularly valuable for small healthcare businesses operating in competitive and multicultural environments, such as Bangkok’s medical tourism industry.