What’s the relationship between safety leadership style and safety performance?

What’s your study about?

Our research examines job-related injuries, focusing on how leadership can enhance safety performance. Although previous studies have explored various leadership styles, there has been limited attention to how context shapes leadership practices related to safety. We believe context is critical. In our case, the study was conducted at an Indonesian manufacturing facility recognized for its exceptional safety performance. We analyzed several leadership models to better understand how different leadership styles influence safety outcomes in this high-performing environment.

What drove your interest in the topic?

During my graduate studies, I was drawn to courses on professional leadership and the various styles examined over the past 30 to 40 years. Two dominant styles – transformational and transactional leadership – consistently emerged in the literature. I noticed there was substantial research on these styles across industries, but I wanted to explore their connection to safety-specific outcomes. I was also curious whether other leadership approaches could be equally or more effective in influencing safety performance.

What are the biggest takeaways from the study?

Our findings show that effective safety leadership depends on a leader’s ability to adapt their style to situational demands. This supports a multifaceted approach to safety management. Leaders should draw from a range of proven strategies rather than relying on a single style, because different approaches influence safety behaviors in different contexts. Flexible leadership is essential for sustaining a strong safety culture, as it impacts key enablers such as safety commitment, joint responsibility, proactive hazard management, communication and recognition of safe behavior. Ultimately, it’s not about choosing one leadership style – it’s about knowing when and how to use the right approach to drive safety excellence.

How does your research directly affect workers?

Our review of near-miss and “good catch” data suggests that when organizations take consistent, meaningful action to investigate and resolve safety concerns – and proactively address unsafe conditions or behaviors – near-miss incidents tend to decrease over time. In the organization we studied, leaders consistently prioritized employee safety, demonstrated genuine care and responded promptly to safety concerns. They invested in safety programs and made it clear that employee input was valued in resolving issues. As a result, employees felt supported and more engaged, which increased their sense of ownership, accountability and morale. This reinforces a key message: Workplace safety is a shared responsibility, requiring active participation from both management and nonmanagement at all levels.