Vol. 7, Issue 1, Part C (2025)

Patient safety and quality improvement remain critical priorities in healthcare organizations worldwide. Leadership, workforce engagement, and safety culture are interdependent factors influencing patient outcomes, yet their interplay remains underexplored. This study examines the relationship between leadership behaviors, workforce engagement, and safety culture using the Institute for Healthcare Improvement (IHI) framework. Employing a quantitative research design, data were collected through surveys from healthcare professionals across multiple hospital units. Statistical analyses, including Structural Equation Modeling (SEM), were conducted to assess relationships among key variables. Findings reveal that transformational leadership and participative decision-making significantly enhance workforce engagement (r = 0.72), leading to improved safety culture (β = 0.61). Workforce engagement was found to be a strong predictor of psychological safety and error reporting behaviors. The study also highlights key barriers to implementing the IHI framework, including resistance to change (48.3%), leadership commitment (43.3%), and resource limitations (36.7%). Despite these challenges, the IHI framework proved effective in strengthening leadership, fostering engagement, and improving safety outcomes. The study provides actionable recommendations for healthcare organizations, emphasizing leadership training, structured engagement initiatives, and technology-driven safety interventions. Future research should explore longitudinal impacts, cross-sector comparisons, and policy-level interventions to further enhance patient safety. These findings contribute to the growing body of knowledge on healthcare quality improvement, patient safety culture, and workforce engagement while offering practical insights for hospital administrators and policymakers.