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Effective communication is essential for teamwork effectiveness in healthcare, particularly in inpatient units where patient care requires coordination among multiple professionals. Internal data from Hospital X showed that more than 50% of medical incidents in the last two years were related to miscommunication among healthcare workers. In addition, the 2024 employee satisfaction survey reported that workplace communication satisfaction was only 62%, below the hospital target of 75%. This study aimed to examine the influence of effective communication on teamwork effectiveness with interprofessional collaboration as an intervening variable at Hospital X.This study used a quantitative cross-sectional design involving 226 healthcare workers, including doctors, nurses, and medical support staff. Data were analyzed using the Three-Box Method and PLS-SEM. The findings revealed that effective communication significantly influenced teamwork effectiveness both directly and indirectly through interprofessional collaboration. Interprofessional collaboration also acted as a significant mediating variable between communication and teamwork effectiveness. These results indicate that communication is a key foundation for strengthening collaboration and improving teamwork in hospitals. Therefore, hospitals should enhance communication training and interprofessional collaboration programs to improve healthcare quality and patient safety

The implementation of Patient Safety Goals remains a major challenge in hospital management, particularly in ensuring consistent compliance among nurses. This study aims to analyze the influence of nurses’ knowledge and motivation on the implementation of Patient Safety Goals, with clinical leadership positioned as a mediating variable. A quantitative cross-sectional design was employed in a general hospital in Jakarta, Indonesia. Data were collected from 119 nurses across inpatient, outpatient, emergency, and operating units using structured questionnaires. The data were analyzed using Structural Equation Modeling (SEM) with AMOS, supported by the Three-Box Method to assess the level of variable achievement. The results indicate that nurses’ knowledge and motivation have a significant direct effect on clinical leadership. Clinical leadership also demonstrates a significant positive effect on the implementation of Patient Safety Goals. Furthermore, clinical leadership plays a significant mediating role in the relationship between both nurses’ knowledge and motivation and the implementation of Patient Safety Goals. The model explains 76.67% of the variance in Patient Safety Goal implementation, highlighting the strategic role of clinical leadership in translating individual competencies into safe clinical practices. These findings contribute to healthcare management literature by reinforcing the importance of clinical leadership as an organizational mechanism that strengthens patient safety performance. From a managerial perspective, the study emphasizes that improving patient safety outcomes requires not only enhancing nurses’ knowledge and motivation, but also systematically developing clinical leadership competencies. Hospital management is encouraged to invest in leadership development programs, supportive supervision, and non-punitive incident reporting systems to ensure sustainable implementation of Patient Safety Goals.

The implementation of the Standard Inpatient Class (KRIS) policy presents challenges for hospitals in ensuring equitable service delivery. Organizational readiness depends not only on adequate physical infrastructure but also on an adaptive organizational culture and strong clinical leadership to guide change. As a referral hospital, RS BM must ensure alignment across organizational components to meet KRIS standards sustainably. This study analyzes the influence of infrastructure quality and clinical leadership on organizational readiness for KRIS implementation, with organizational culture as an intervening variable. A quantitative cross-sectional design was used, involving 136 healthcare and medical personnel working in the inpatient units of RS Bhakti Mulia. Data were collected through structured questionnaires and analyzed using Structural Equation Modeling–Partial Least Square (SEM-PLS) to examine relationships among variables. Infrastructure quality and organizational culture significantly and positively affect organizational readiness. Clinical leadership, while not directly influencing readiness, has a significant positive effect on organizational culture. KRIS readiness at RS BM is shaped by infrastructure quality, clinical leadership, and organizational culture, with culture acting as the main mediator. The hospital shows strong readiness but still faces gaps in progress monitoring, inpatient room layout and privacy, leadership direction, and team participation. Strengthening monitoring mechanisms, improving room design according to KRIS standards, enhancing clinical leadership capacity, and fostering a collaborative organizational culture are essential to support comprehensive and sustainable KRIS implementation

Background: Patient safety culture forms the cornerstone of safe and high-quality healthcare delivery. However, its implementation often encounters barriers, particularly the persistence of a blaming culture that discourages staff from reporting patient safety incidents. Clinical leadership and the intensity of incident reporting are believed to play a pivotal role in shaping and sustaining a positive patient safety culture.Objective: This study aims to examine the influence of clinical leadership and patient safety incident reporting intensity on patient safety culture, with blaming culture serving as an intervening variable at Sentra Medika Cikarang Hospital.Methods: A quantitative research approach with an explanatory design was applied. The study involved 147 nurses selected through stratified random sampling. Data were collected using structured questionnaires and analyzed using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS) method to test the direct and indirect relationships among variables. Results: The findings revealed that both clinical leadership and incident reporting intensity significantly influence patient safety culture, both directly and indirectly, through the mediation of blaming culture. Strong clinical leadership and a high level of incident reporting were associated with a more positive patient safety culture, while a high blaming culture weakened this relationship. Conclusion: The study underscores the importance of fostering supportive clinical leadership and cultivating a non-punitive reporting environment to strengthen patient safety culture. Hospital management should focus on leadership development and the creation of open, blame-free communication systems to enhance safety outcomes.