The purpose of this study is to explore the intricate relationships between Value-Based Care (VBC) and various organizational and leadership factors within healthcare settings. The research question concerns what is the impact of those factors on the implementation of VBC. The research adopts an explanatory approach and utilizes a quantitative method by employing a questionnaire to reach a sample of 376 respondents. The research was exclusively carried out in the eastern health cluster hospitals of the kingdom of Saudi Arabia. The findings revealed that effective nursing leadership, employee engagement, change management skills, and organizational culture significantly contribute to the successful implementation of VBC. The findings underscore the critical role of nursing leadership in driving improvements in patient care quality and operational efficiency. This research also highlights the importance of fostering a positive organizational culture and robust change management capabilities to enhance VBC practices. By identifying these key factors, the study provides actionable insights for healthcare administrators and policymakers aimed at improving patient outcomes and achieving cost-efficiency through the adoption of VBC models. Despite its contributions, the study acknowledges certain limitations and suggests avenues for future research to further validate and expand upon these findings.