Research has found a significant link between ‘transformational leadership’ and improved employee psychological wellbeing and safety culture.
The idea of ‘transformational leadership’ has emerged as the most effective management style for developing workplace safety culture and enhancing employee psychological wellbeing, according to new research published in the International Journal of Occupational Safety and Ergonomics.
The study (true to the tradition of highly specific academic titles) is called ‘The impact of leadership on workplace safety climate and employees’ wellbeing with particular focus on transformational leadership’.
Research from the study found that organisations have a need to prioritise leadership approaches that foster safety compliance and employee wellbeing, particularly in high-risk industries. Researchers evaluated more than 350 studies published between 2013 and 2023, comparing different leadership styles and how they affected employee wellbeing. This led to the crowning of transformational leadership as the optimal style.
A term thought first to have been coined in the 1970s, transformational leadership involves leaders focusing on individual employee development. Transformational leaders know how to encourage, inspire and motivate employees to perform in ways that create meaningful change.
The result is an engaged workforce that’s empowered to innovate and help shape an organisation’s future success.
University of Doha for Science and Technology department of environmental health and safety and the study’s lead researcher Dr Haruna Musa Moda said transformational leadership has significant positive effects on workplace safety culture.
“Several factors are said to contribute to the rise of workplace-related accidents, including poor safety attitudes and behaviour, exposure to various forms of pollutants, workload, leadership attitude and commitment towards the promotion of safety within the organisation,” Moda said.
“Interest regarding the associated impact of leadership style on employee safety and wellbeing across organisational settings is on the rise.”
The research demonstrated that safety-specific transformational leadership is particularly effective in improving safety outcomes.
Study co-author Dr Lekha Kozhiparambath emphasised that successful implementation requires comprehensive organisational commitment.
“It is reasonable to conclude that employees are more likely to exude positive behaviour where they believe their safety is valued by the organisation, hence the need for managers or supervisors who take their safety and wellbeing more seriously,” Kozhiparambath said.
The study found that effective leadership in safety contexts can be achieved by “either serving as a role model, engaging followers in collective problem-solving or demonstrating empathy towards subordinate wellbeing”.
“Transformational leadership characteristics and behaviour have long been established as having the ability to engage followers and gain their willingness to voluntarily take part in safety-related tasks,” it stated.
In heavy industries like mining, transformational leadership can empower workers with the support they need achieve a greater sense of wellbeing and contribute proactively to a safer workplace.
This feature also appears in the March–April issue of Safe to Work.