<![CDATA[The implementation of hospital accreditation often primarily focuses on administrative compliance, frequently overlooking the crucial need for organizational culture shifts that foster continuous service quality. At RSUD Prabumulih, for instance, accreditation is still largely perceived as a short-term project rather than a catalyst for cultural transformation. This research utilizes Transformational Leadership Theory (Bass & Avolio, 1994) and Organizational Culture theory (Robbins, 2006) to analyze the interaction between leadership and culture in achieving accreditation. Data was collected through in-depth interviews, observation, and document review, and analyzed using thematic analysis techniques (Miles & Huberman, 1994).The findings indicate that transformational leadership (manifested through role modeling, motivation,intellectual stimulation, and individualized consideration) plays a crucial role in building a collaborative and quality-oriented organizational culture, thereby driving accreditation success.]]>
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