<![CDATA[Occupational safety compliance is a key concern in hospital settings, where operational complexity and high-risk exposure necessitate constant adherence to safety protocols. However, safety compliance is frequently viewed as a procedural requirement rather than a systemic organizational objective. The purpose of this study is to examine the combined impact of transformational leadership, organizational culture, and staff competency on occupational safety compliance in a hospital setting. A quantitative cross-sectional design was used, with 82 healthcare professionals recruited using total sampling. Data were examined using Partial Least Squares-Structural Equation Modeling (PLS-SEM) to assess both measurement and structural models. The results show that all constructs have appropriate validity and reliability, with outer loadings greater than 0.70. Transformational leadership, organizational culture, and competency account for 41% of variance in occupational safety compliance (R² = 0.41). Transformational leadership is the biggest predictor (β = 0.51, p < 0.001), with organizational culture and competence both having substantial positive impacts. According to these studies, leadership conduct, institutionalized safety ideals, and professional capacity all influence occupational safety compliance. The study indicates that sustainable occupational safety compliance in hospital settings cannot be achieved merely through regulatory enforcement, but requires integrated organizational strategies involving transformational leadership, safety-oriented organizational culture, and employee competence development.]]>
