Examining Workplace Safety Through Effective Leadership Styles: A Qualitative Study of the High-Risk Private Industry

Abstract

This qualitative study addresses the challenge faced by high-risk industries in preventing workplace safety incidents, driven by an alarming trend of preventable work deaths, rising injury costs, and a high number of medically consulted injuries. The research explores how various leadership styles can be integrated to positively influence safety culture in these industries. Integrating phenomenology with established leadership theories, safety management principles, and safety leader behaviors, the study investigates the impact of different leadership styles on safety culture and practices. Semi-structured interviews were conducted with 25 safety professionals with titles ranging from Safety Lead to Safety Vice President (VP). Research was conducted on diverse high-risk industries to gather rich insights into the safety leaders’ experiences and perceptions regarding safety leadership. Findings reveal a connection between leadership styles, safety management practices, and safety leaders' behaviors, underscoring effective leadership's significance in supporting a safety culture. Conclusions drawn from the study advocate for organizational safety leaders to adopt various approaches that incorporate elements of transformational, transactional, and servant leadership to enhance safety practices and mitigate the impact of injuries and fatalities in high-risk industries. This approach allows leaders to inspire and motivate teams, prioritize safety compliance, and prioritize the well-being of employees, empowering a culture of safety and continuous improvement.