Abstract : Dynamic, uncertain, and ambiguous environments currently influence organizations worldwide, including the hospital industry. Hospital problems, both internal and external disruptions, such as the Covid-19 pandemic, have affected hospital performance. In line with those conditions, excellent meta-leaders beyond clinical entities are urgently needed. Meta leadership has important implications for individual, team, and organizational performance. There are three dimensions of meta-leadership (the person, connectivity, and the situation). As a person or individual, a hospital leader must have strong meta-leadership competencies to handle crises. However, the implementation of the meta-leadership in-person approach, especially in healthcare-based settings, has not yet been reviewed. This study aimed to determine the person-focused-meta leadership capabilities of hospital managers through an analytical cross-sectional study. Research was conducted in six different types of hospitals where all hospital managers were involved. Furthermore, data was analyzed by the R Chi test that showed meta-leadership capabilities were still under the mean (<90), although analysis for each detailed variable indicator was relatively high. This means that the capabilities of self-management of hospital managers were still weak. The results have implications for proposing a capacity-building program of meta-leadership training to hospital managers—especially the self-management component. Three categories of the person could describe the integral and comprehensive description of meta-leadership capabilities that would be more emphasized in handling crises of health services and achieve the highest performance of effective meta-leadership in the future.