The COVID-19 pandemic underscored the necessity for effective public service leadership in managing complex crises. Employing the extended case method, this study examines sub-national pandemic responses in three countries, analyzing six comparative cases across governments and healthcare organizations. It focuses on the Situational Leadership Model (SLM) amidst diverse contingent factors such as political environments, resource allocation, cultural nuances, and community engagement. The findings demonstrate the adaptability of SLM in dynamic crisis contexts, highlighting its applicability in various organizational structures and cultural settings. Particularly notable is the interplay between organizational structure and leadership dynamics, as seen in the contrasting approaches of Zhongnan Hospital and Mayo Clinic. This research augments the discourse on crisis leadership, emphasizing adaptable and context-aware leadership strategies in navigating global health crises. It offers both theoretical and practical contributions, providing strategic insights for policymakers and leaders in similar future crises.