This paper examines the role of leadership practices in successfully integrating Industry 4.0 technologies in the healthcare sector, addressing the socio-technical nature of this digital transformation.
We conducted a systematic literature review of 33 peer-reviewed articles published over the past decade, using a leadership-as-practice lens and focusing on studies that explicitly linked leadership to technological integration in healthcare.
Our analysis identified two key leadership practices – administrative and adaptive – as central to supporting the integration process. We associated administrative leadership with managing and integrating technical processes, while we linked adaptive leadership to supporting workforce adaptation in disruptive environments. These leadership practices complemented each other. We also uncovered a significant imbalance in the literature, which emphasized technical integration more than the social dimension. To address this gap, we developed a conceptual framework to guide future integration efforts by aligning leadership practices with their appropriate technical or social domains.
The proposed framework provides healthcare managers with actionable guidance on which leadership practices to prioritise depending on whether the challenge involves technical system implementation or workforce adaptation, facilitating more effective integration strategies.
The study offers a novel framework for aligning leadership practices with the technical and social aspects of Industry 4.0 integration. It provides actionable insights for healthcare managers facing the dual challenge of technological integration and workforce transformation.
