The impact of various safety leadership styles on construction safety climate: A case of South India

Abstract

The Indian construction industry is the second-largest job-providing sector in the country, which comprises many investments. According to the International Labour Organization (ILO) report, India is a significant contributor to construction site accidents and fatalities among world nations. The poor Safety Leadership (SL) style and the diminished leader’s commitment to quality safety outcomes have caused misfortunes in construction sites. This paper aims to identify the impact of various safety leadership styles on the Organisational Safety Climate (OSC) predictors and propose a conceptual model explaining the relationship between SL styles and OSC. The study identifies six leadership styles from the works of literature: Leader-Member Exchange (LMX), Distributed leadership, Contingent reward, Laissez-faire leadership, Management-by-exception, and Superior’s empowerment leadership. Structured questionnaires were circulated for data collection among construction professionals working in metropolitan cities in south India. The collected data were analysed using the stepwise regression analysis and Structural Equation Model (SEM) analysis to identify the SL styles influencing OSC predictors. The findings revealed that four out of six SL styles are optimistic. On the other hand, two of them are pessimistic, namely laissez-faire leadership and management-by-exception leadership style, which leads to an increase in construction site misfortunes. The outcome of this study helps the top-level management personnel build and develop a positive safety leadership trait to achieve quality safety outcomes of the construction organization.